Analysis of ATP strategy in the service market. Transport company marketing strategy. Identification of key success factors

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"FORMING A STRATEGY OF A CARGO ROAD TRANSPORT ENTERPRISE IN MODERN CONDITIONS The Federal Agency for..."

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L.V. Eichler, N.N. Chepeleva

STRATEGY FORMATION

CARGO

ROAD TRANSPORT

ENTERPRISES

IN MODERN CONDITIONS

Federal Agency for Education

Siberian State Automobile and Road Academy

L.V.EICHLER, N.N.CHEPELEVA

STRATEGY FORMATION

CARGO

ROAD TRANSPORT

ENTERPRISES

IN MODERN CONDITIONS

Monograph Omsk Publishing House SibADI UDC 656.1 BBK 39.38 E 34 Scientific editor dr economy sciences, prof. cafe "Economics and management in transport" G.A. Kononov (SPbGIEU)

Reviewers:

dr. economics, prof., head. cafe "Economics, taxes and taxation" A.E. Miller (Omsk State University), Ph.D. in Economics, Associate Professor, Head of Department "General Economics and Law" Z.V. Glukhova (SibADI) The work was approved by the editorial and publishing council of the academy as a monograph.

Eichler L.V., Chepeleva N.N.

Formation of a strategy for a freight motor transport enterprise in modern conditions: Monograph. Omsk: SibADI Publishing House, 2006. 101 p.

The monograph can be useful for senior students of specialties related to economics and management in transport, in course and diploma design, graduate students, economists, managers, scientists engaged in research in the field of economics.

Tab. 18. Ill. 11. Bibliography: 130 titles.

ISBN 5 - 93204 - © L.V. Eichler, N.N. Chepeleva, 2006

INTRODUCTION……………………………………………………

1. THEORETICAL ASPECTS OF STRATEGIC MANAGEMENT

CARGO TRANSPORT ENTERPRISE….….………….………..6

1.1. Features of the strategic management of a freight motor transport enterprise in modern conditions

1.2. The concept of the potential of a freight transport enterprise as one of the components of choosing a strategy

1.3. Methods for the formation of a strategy for a freight motor transport enterprise in modern conditions

2. ANALYSIS OF THE SITUATION AND PROBLEMS OF FREIGHT ROAD TRANSPORT

ENTERPRISES IN MODERN CONDITIONS

2.1. Comprehensive analysis of freight transport companies…

2.2. Influence of environmental factors on the activities of freight transport enterprises

2.3. Strategies used by freight transport enterprises in modern conditions.…………….................……………………….……..... ..52

3. ORGANIZATIONAL AND METHODOLOGICAL SUPPORT OF THE PROCESS

FORMING A STRATEGY FOR CARGO ROAD TRANSPORT

ENTERPRISES IN MODERN CONDITIONS..…

3.1. Assessment of the potential of a freight transport enterprise in modern conditions

3.2. Application of the scenario method in forecasting the development of the motor transport services market ...

3.3. The model for the formation of a strategy for a freight motor transport enterprise in modern conditions ……

CONCLUSION.………………..……

Bibliographic list………………………..……………....…

APPENDICES…..……………………………………………………………………………………………………………..91

INTRODUCTION

Freight motor transport enterprises (GATP) are of great importance for the country's economy, and therefore their development must proceed at a pace that ensures that the growing demand for transportation is met. Over the past five years, GDP growth has been observed in Russia, and the performance of enterprises is improving.

A critical issue in the management of greatly disaggregated GATPs

– choice of further direction of activity. However, developing an effective strategy for many of them is a difficult problem.

The performance indicators of motor transport enterprises are highly dependent on the availability and solvency of consumers.

Reducing the scope of industrial and construction companies, caused by the general economic downturn in the 1990s, led to a lack of demand for GATP services. Decommissioning of the rolling stock (FS), leasing of production facilities, reduction of staff affected the size of enterprises.

Along with the development of the economy, new markets for the sale of GATP services appear. Today, the most important task for an enterprise is the ability to predict the development of transportation in the region and the choice of a behavior strategy: entering new markets, diversifying or liquidating. GATP activities are to be restructured on the basis of strategic planning as the main element of management. For several years, SibADI has been developing a methodological framework for managing strategic development and the choice of criteria for evaluating enterprises, since in modern Russian conditions it is impossible to build the work of an enterprise according to translated American books, since they lack algorithms, models or other scientific justifications that allow an enterprise to make a choice of strategy.

At present, the leaders and specialists of the GATP can rely in their actions on methodological developments in a number of areas of management activity. However, many issues related to the procedure for formulating the strategy of enterprises in a recession remain either debatable or insufficiently developed for practical application. At the same time, the solution of such a problem has long been beyond doubt and allows us to talk about improving the methodological basis of strategic management, adequate to modern market conditions.

This paper summarizes the main approaches to choosing a GATP strategy, analyzes the problems of management in modern conditions.

The results of a study of the factors of the external and internal environment that affect the state of the GATP, the system of strategic planning and management decision-making are presented.

An assessment of the potential of the GATP for choosing a strategy of behavior in the market of motor transport services (ATS), developing methodological recommendations for the formation of a GATP strategy to increase its sustainability and competitiveness is given, methods of strategic planning and forecasting of the development of the ATU depending on the state of the external environment are analyzed.

1. THEORETICAL ASPECTS OF STRATEGIC

CARGO MANAGEMENT

MOTOR TRANSPORT ENTERPRISE

– – –

The transition to market relations in Russia has led to the need to apply new management methods. The difference between the current situation and the time when plans were dictated by a higher organization is that now freight transport enterprises themselves must determine the goals of their activities, draw up short-term and long-term plans. In the early 1990s GATP did not practice strategic planning, but had experience in monitoring the implementation of the received plans.

The term "strategic management" has recently become frequently used in scientific literature. Articles and textbooks deal with strategic marketing, strategic planning, strategic management; the difference between these concepts is noticeable for Russian enterprises.

Not so long ago, managers did not have the experience of developing a strategy as an integral part of management. Its application became necessary after the transition from a planned economy to a market economy.

The lack of scientific developments to help determine the goals of activities has further aggravated the situation of enterprises. The change in the situation in the country had a negative impact on freight transport enterprises: a drop in traffic volumes, aging of rolling stock, a lack of new revenues, a reduction in personnel, a decrease in the property base, and the disaggregation of enterprises began. Under such circumstances, it is important to objectively assess the capabilities of the enterprise, determine the feasibility further work in this industry.

A negative factor for enterprises was the emergence of private carriers, which constituted serious competition for large freight transport companies, which caused tariff cuts and other problems.

For the successful functioning of the enterprise, it is necessary to take into account the analysis of the external environment, the behavior of competitors; the enterprise needs investments to achieve goals and control over their implementation.

Running a business in decline requires a lot of foresight and is very different from running a profitable, growing trucking business. During the period of the beginning of market changes, the concept of "strategy"

did not apply. The researchers were faced with the task of using the works of foreign authors for enterprises that are at the stage of curtailing their activities in the new Russian conditions.

Plans in the view of the management of enterprises, as a rule, are associated with a stable external environment; they were built by transferring the results achieved to the future (extrapolation). But the modern environment is characterized by uncertainty, rapid volatility, the speed of the reaction of enterprises to these events is much lower than the speed of change in the events themselves. It is difficult to determine what services will be in demand tomorrow.

The emerging need for demand forecasting was not satisfied, because the freight transport companies had no experience in such work, and the management of the enterprises believed that they were not able to influence consumers. The concept of "strategy" was little known in the practice of managing Russian enterprises, while it was used by foreign firms for a long time, a large number of foreign authors dealt with this issue.

For the first time the term "strategy" was proposed for use in business in the middle of the twentieth century by Western scientists and at first caused bewilderment among managers. The literal translation of this word sounds like "the art of the general." It dates back to the time of Alexander the Great and was originally used only in military terminology.

Over the past 50 years, it has been well studied and successfully applied in practice.

Gradually, the meaning of this word became wider. J. B. Quinn began to designate by it any management skills, "the ability to organize forces to defeat the enemy." Strategy is used to win, to succeed. Without the ability to predict the situation, it is difficult to accept correct solution. The path to fundamental changes - the development of the enterprise, new types of activities - is impossible without choosing the purpose of the activity. Passive policy in market conditions leads to the disaggregation of enterprises or bankruptcy.

In modern theory, management is defined as "an integrated process of planning, organizing, coordinating, motivating and controlling necessary to achieve the goals of the organization" . This is a special function of labor activity, designed to solve a complex of economic, legal, psychological and other tasks that constitute social relations. Organization - the formation of control and managed systems, coordination - the establishment of harmony between them. With the control system, which was widely used at the GATP and is now also widespread, the control system, based on the data received from the control object, issues commands for further work.

The main disadvantage of this approach to management is the focus on the internal environment of the enterprise (organization of production, cost reduction, efficiency in the use of all resources, growth in labor productivity), which does not provide a way out of a difficult situation in the market. Management system - mechanisms that make it possible to take coordinated and effective solutions, was invented and developed as the evolution of the tasks facing the enterprise, starting from mass production and ending with the current situation. The organizational structure of enterprise management, its strategy and style of behavior in the market of motor transport services depend on the nature of the external environment and the ability of the enterprise to resist its changes.

In management, two styles of enterprise behavior are distinguished, which differ in their response to changes in the external environment: entrepreneurial and incremental (incremental).

Incrementalist style is focused on continuous profit, spread all over the world and aimed at minimizing deviations from traditional behavior, changes are not welcome, and the enterprise's reaction to them occurs after the fact: actions are taken when the need for them has become obvious, and is reduced to minimizing changes in the existing position. Enterprises whose behavior is entrepreneurial are distinguished by their ability to quickly reorganize. Changes that may occur in the future are anticipated. In table. 1 presents a brief comparative description of the two styles of behavior of enterprises, compiled on the basis of works.

Since the second half of the 20th century, the life cycle of goods, enterprises and even entire industries has been rapidly declining. The development of the external environment poses more and more new challenges for firms, and managers often lack the experience to solve them. One of the newest systems in Western countries is strategic market management. It does not consider only the performance of the company, but also focuses on the market environment where the company operates, makes it necessary to study the market.

To date, there is no single and generally accepted definition of the word "strategy". Authors of books on management interpret this concept in different ways. Strategy as a plan determines the choice of behavior in any situation.

Table 1 Brief comparative characteristics of GATP behavior styles

Incrementalist Entrepreneurial Widespread, adapting to the norm Rarely found, orientation to the established rules of the market Innovation of the rules of the game in the market Minimum deviations in behavior, reaction to changes in the external environment internal reserves Search for growth due to changes in the external environment Profit orientation Innovation and growth orientation G. Mintzberg defines strategy as “a statement designed to set the direction of activity”. K. Andrews also understands the strategy as "a decision-making pattern that defines and reveals the tasks and goals of the company, sets the main policy and plans for the implementation of the goals ...". The strategy is considered as a conscious and intentional activity in one case and spontaneously arising in another. According to G. Mintzberg, an enterprise can have a strategy without even knowing it. It is believed that the strategy allows you to streamline and distribute the resources of the organization in an effective way, to build a position that is flexible and strong enough to achieve your goals, despite the intervention of external forces. Management in the organization must be consistent with the strategy, the formulation of which is based on the desire to cope with competition.

According to K. Andrews, the strategy remains effective for a long period of time, the size and nature of investments, the use of available resources depend on it. The author considers the process of forming a strategy as rather laborious, requiring a large amount of information, analysis and methodological support;

its main stages are the analysis of the external and internal environment, the definition of the mission, the development of a strategy.

The need to study the external environment is due to the fact that it determines the possibility of the further existence of the enterprise. The inability of the management of freight transport enterprises in time to pay attention to changes in its most important factors may cause the latter to have a negative impact on the freight transport enterprise as a whole, cause its liquidation or deterioration in production. Internal factors determine the ability of the enterprise to sustainability and renewal.

The process of choosing and implementing a strategy has been discussed for many years. R. Rumelt offers the following assessments of strategies: consistency, harmony, advantages, feasibility. Long-term planning, according to I. Ansoff, consists in preparing human resources and production capacity to the expected growth or contraction of activities.

The difference between strategic planning is that it focuses on the market environment in which the enterprise operates, and pays attention not only to forecasting, but also to market research. So the concept of strategy changes with the development of enterprises and the situation on the market in general. Without diminishing the significance of the contribution of other authors, the work of I. Ansoff "Strategic Management" should be noted. This work has served as a starting point for many researchers of the strategic management process.

Later, the evolution of management systems was considered by D. Aaker in his work “Strategic Market Management”, he identified three stages in the development of the considered process, starting from the period of the 1950s. and ending in 2000. All of the above concepts of budgeting, long term planning, strategic planning and strategic market management are very similar, but still have some differences.

In table. 2, an attempt was made to compare the management systems of foreign companies and domestic freight transport enterprises and their development.

Comparison of the management systems of domestic GATPs in the Soviet period with foreign firms gives an idea of how unprepared motor transport enterprises were for market changes, while strategic market management was already applied in foreign firms. It was rather difficult to use a foreign control system in Russia, since it was not adapted to Russian conditions, and its adaptation was required.

The strategy has been increasingly used in scientific papers together with the concepts of "marketing", "competition". Such scientists as R. Fatkhutdinov, V.

Goncharov, M. Alekseeva conducted research in the field of improving management and planning at Russian enterprises in order to increase their competitiveness, and developed management methods applicable to Russian conditions.

In the work of V.V. Goncharov, there is a statement that "the need for a strategy disappears when the real course of events will lead the organization to the desired results." This can be doubted, since the need for a strategy always exists, moreover, the adoption of strategic decisions from time to time will adversely affect the activities and results of the enterprise, as M. Alekseeva notes.

For Russia experience foreign countries useful for study and, undoubtedly, deserves attention, although it is presented as a set of accomplished facts from the life of Western firms that operate in other conditions.

Therefore, the contribution of Russian scientists to the science of enterprise management is quite significant. In the future, it must be assumed, due to the integration of the economies of various countries of the world and the transition to common international financial standards, the differences between countries will become less. Strategic market management in a rapidly changing external environment (unexpected threats and opportunities) allows you to make decisions quickly and independently of the planning cycle.

– – –

A changing external environment encourages the use of more sensitive management methods: information system in real time as an addition to the periodic analysis of the environment; identification of informationally unsaturated areas; increased strategic flexibility;

development of the spirit of entrepreneurship (entrepreneurial management style). In general, strategic market management is proactive in nature, as it should influence the changes taking place inside and outside the enterprise. You need to strive not so much for passive adaptation, but for changing the external environment in your own interests.

Unlike other management mechanisms, it gives the opportunity to dictate the development of the environment, the needs of customers and is designed to help the heads of freight transport enterprises make quick decisions and form an idea of the future strategy.

If the company is not ready to implement plans or is waiting for a favorable moment, then the implementation of the strategy may be delayed indefinitely.

It is important to recognize the need for a strategic response. To determine this moment, constant monitoring of key indicators is necessary: sales volume, market share, profit, return on assets. Many enterprises were not able to determine this period in a timely manner due to the lack of information or the process of finding a solution. To represent the moment when it is necessary to make a strategically important decision, a diagram is proposed that demonstrates the stages of the life cycle of a freight motor transport enterprise (Fig. 1).

The 1st stage is the moment of origin of the motor transport enterprise. This is followed by the stage of growth, turning into the stage of maturity (stage 3) - the peak of production profits. Executives missed this moment and paid no attention to the decline in earnings growth. Constant success is relaxing, and the stage of production maturity would make it possible to use the maximum amount of investment for new activities, the modernization of existing ones, a new rise.

Then comes a period of recession, when the freight transport company reduces its work in all areas, loses its competitiveness. Entry of the enterprise into the stage of curtailment economic activity indicates that it is necessary to radically change production, to restructure it, since the existing one no longer satisfies the market due to saturation of the latter or obsolescence of technology. Reorganization, on the other hand, can serve as a reason for stabilizing the situation and give a chance for a new rise in the enterprise.

If no action is taken at this point, bankruptcy is inevitable (stage 5), which will require reorganization or liquidation. Reorganization, of course, can also improve the situation of the enterprise, but the need for it suggests that the management, not possessing foresight and management literacy, allowed a critical situation to arise.

After the changes that have taken place in the country over the past decade (this will be discussed in more detail in the next subsection of the work), freight transport enterprises have found themselves in the stage of curtailing their activities. The main features of this stage of the life cycle are: a decrease in traffic volumes, aging of fixed production assets and rolling stock, a reduction in the number of personnel, the establishment of tariffs below the breakeven point, a reduction in enterprise divisions, negative financial results, reduction of the property base, disaggregation, lack of investment. Against the general background of a decrease in the quality of services, enterprises are not in demand for any reason, the enterprise becomes uncompetitive and cannot influence the situation on the market.

Further management actions did not lead to improvement, but only slowed down the onset of bankruptcy. Ultimately, the enterprises had to be liquidated, and new enterprises were created on their basis (stage 7), whose activities did not differ from the previous ones. There was no cardinal change in their affairs, despite the fact that, having faced the above problems and declared themselves bankrupt, the GATP wrote off their debts, and the OPF was sold for next to nothing to new enterprises, essentially to themselves. Often the management of "new" enterprises remained "old". Having changed the name and restarted production activities according to an already known scenario, enterprises face the same problems if they do not use strategic market management in their activities and do not take into account market requirements. The threat of bankruptcy and liquidation of enterprises looms again, as they continue to spend their assets (stage 9.1).

On the contrary, GATPs that have changed their direction of activity, were able to find funding to renew their rolling stock fleet, enter new sales markets, are in the stage of a new upsurge (stage 9.2).

They are constantly looking for new customers, activities, focusing on the external environment.

The current situation requires the enterprise to focus on external conditions, which is achieved with strategic management. Much attention should be paid to forecasting the development of the market for motor transport services. In general, the behavior of road transport companies should be entrepreneurial, which is becoming increasingly common throughout the world.

– – –

Rice. 1. GATP life cycle Under the GATP strategy, it is proposed to consider a work plan for the near and future, drawn up taking into account the influence of the external environment to achieve the set goals, which allows increasing competitiveness and allocating enterprise resources in the best possible way. The strategy can be both conscious and spontaneous, but in general, the strategy as a plan creates benefits rather than a negative effect, although it does not necessarily lead to major success, as it requires a serious and persistent approach. This makes it possible to use changes in the external environment for the purposes of the enterprise, to make a profit even in a rapidly changing situation based on forecasting.

Considering the possibility of using strategic management in road transport, it is necessary to take into account the characteristics of the industry. Among Russian scientists dealing with the problems of strategic management in road transport, N.N. Gromov, V.A. Persianov, A.A. Zaitsev, A.A. Smekhov. In their works, these authors took into account the emerging way out of the crisis, designating transport as the driving force behind positive changes in long-term trends in economic indicators.

In the works, much attention is paid to increasing competitiveness in transport. Cost reduction is recognized as the main one, since price competition plays an important role. In this regard, the authors consider in detail the issues of transport tariffs.

So, A. Smekhov offers models that describe the state of the ATU market. We are talking not only about a meaningful description of emerging situations, but also about assessing the possible actions of transport market entities. Models of service, channels of cargo flows, establishment of competitive tariffs are described in detail. All of the above is based, unlike the works of foreign authors, on modern methods of mathematical programming and operations research.

The work of N. Gromov "Transport Management" deserves attention, where the mission of transport is understood as a sustainable transport service for the economy and the population, ensuring national security and harmonious socio-economic development of the country.

The particular importance of the formulated and solved problems of transport service, identification of trade zones, modeling of the behavioral strategy of the ATP, the level of tariffs lies in the fact that they entail new research in this area. The tasks of system modeling of the work of the ATP, the development of market relations also require attention; tasks not solved rational use loans and projected profits of the production and transport system. The new tasks are related to the comprehensive improvement of the organization of transport production, increasing its efficiency, strategic planning, which ensures the required level of work quality.

1.2. The concept of the potential of a freight motor transport enterprise as one of the components of choosing a strategy The effective operation of any GATP, its growth and development are determined by the correct choice of strategic guidelines that allow the best use of the enterprise's capabilities. It seems appropriate to explore the potential of a freight transport company in order to select recommendations for the formation of a strategy, since the strength of the influence of each of the environmental factors is due to their characteristics.

The choice of a strategy is impossible without defining the criteria that a motor transport enterprise must meet as a management object. In this paragraph, an attempt is made to reveal the concept of the potential of freight transport enterprises in order to classify them when choosing a strategy.

Currently, there is no single definition of economic potential. The author of one of them believes: "... there is a general idea that economic potential is something that implies the eventual ability to create some kind of material or intellectual product." How far the enterprise succeeds depends on the state of its potential and is determined by the ability to function in certain conditions.

Potential in Latin means strength, power. This is a set of available funds, opportunities in any area, characterized as "a set of strategic resources at the disposal of production, which are of decisive importance for the possibilities and boundaries of the functioning of production in certain conditions." I. S. Besedin proposes to classify as strategic types of resources, the size and structure of which can be changed upon adoption. strategic decision. If the enterprise operates in conditions of non-payment, then such resources for the enterprise will be financial or other liquid assets, since resources that provide competitive advantages are considered as potential.

The potential of an enterprise is an abstract concept and is determined by its internal environment, strengths and weaknesses. In the scientific literature there is the concept of scientific, technical, socio-economic, economic and technological potentials. In the works of F. Kotler, R. A. Fatkhutdinov, J. Evans, N. N. Safronov, A. S. Bolshakov, A. B. Krutik, I.

Ansoff, V. A. Goremykin, N. N. Gromov, I. S. Besedin, L. V. Shkurina, A. G. Porshnev, one can find definitions of natural resource, production, labor, strategic, managerial, creative, competitive, investment potentials .

It should be noted that when determining the potential of the authors of the works, it is distinguished by a resource or element-by-element approach.

The resource approach considers potential as a set of resources of an organization (country) or the volume of products that can be obtained using them. The most frequently marked material, labor, financial resources. Allocate also organizational, managerial, informational, technological, temporary resources.

Other authors, on the contrary, consider 34 large groups of resources, which include several indicators. For example, the production resources include fixed production assets, intangible assets, spatial resources (production areas), and the like.

Most likely, the resource approach appeared in connection with the peculiarity of the industry, production, a particular enterprise, firm, organization.

As I. S. Besedin notes, those resources that are of the greatest value at a certain moment, which provide competitive advantages, determine the potential of an enterprise (for some enterprises, fixed assets, for others, information resources or personnel). But, on the other hand, resources alone cannot guarantee a competitive advantage without the ability to use them.

In the middle of the last century, I. Ansoff noted that "those firms are more successful that distribute their work between functional services (areas), each of which has a specific opportunity." These are production, marketing, finance, R&D, skills corporate governance. Each of these functions has the same components - qualifications, technical base, amount of knowledge, equipment, that is, all the resources listed earlier. However, the potential is something more than the totality of all resources, since the work of functional services (areas) gives a synergistic effect.

This approach is more correct, since, with all the importance of production or financial resources, they will not bring success to the GATP without marketing research, scientific development, and a rational organizational structure. The element-by-element approach is considered in the works, where, along with the above functional areas, personnel, image, and organizational culture are taken into account. All of the listed functional elements of the enterprise - functional zones - are an important factor in improving the efficiency of the enterprise in market conditions. The constituent elements of the potential are interconnected and interact with each other.

Personnel, time, information cannot be considered as functional zones, since all this relates to the resources of the GATP and is inherent in all its functional services. The same can be said about the proposal of I. S. Besedin to single out, along with organizational and economic, also technological, product potentials, the potential for movements that essentially reflect the production potential, only considered in great detail, which somewhat blurs the clarity of the idea of it and does not affect other types of enterprise potential.

Resources are used by all GATP functional services:

marketing, finance, manufacturing, R&D, organizational. The potential cannot be expressed by one indicator that would adequately reflect the ongoing processes, but it is possible to assess the state of its main elements, reflecting the total potential of the enterprise. In accordance with the elements that form the potential of the GATP, it is proposed to consider the marketing, financial, industrial, scientific and organizational potentials of the enterprise (Fig. 2).

– – –

where Xij is a parameter that determines the coordinate i in the space j.

The individual types of potential listed above can be presented in the form of models in order to be able to evaluate it. So, in the works of I. S. Besedin, L. V. Shkurina, preference is given to the monetary expression of the parameters of the enterprise’s potential or an attempt is made to express the potential in monetary terms. However, a qualitative characteristic allows a broader approach to assessing the potential of the GATP, since some parameters that reflect any type of potential cannot be or are difficult to evaluate objectively in monetary units.

So, for example, the marketing potential depends on the market share in its total capacity - the most important indicator characterizing the successful operation of the GATP. It is influenced by assortment diversity, market demographics ( social stratification society, changes in the income level of the bulk of the population and changes in social values). To maintain a constant competitiveness, it is necessary to conduct extensive research into new markets, develop new services, and implement efficient service, which contributes to a large number of sales, builds and maintains customer loyalty.

Sales, advertising, promotion of services is one of the central places in determining the marketing potential of an enterprise. It can count on success only if it has an active sales, aggressive, creatively organized advertising.

When evaluating the marketing potential, it seems possible to use the following model:

Pm \u003d f (Dr, A, I, Ok, C), (2)

where Dr is the market share, %. Is essential for the GATP and affects the efficiency of work; management tries to control it;

And the diversity of the range of services, which largely determines the stability of the enterprise, its adaptability;

And the cost of market research and development;

Ok costs for pre- and after-sales customer service;

Financial condition largely determines the choice of strategy. Detailed analysis financial condition The enterprise allows you to identify existing strengths and weaknesses. The financial potential is proposed to be considered as

Pf = f (P, DS, K), (3)

where P - profit;

DS - cash;

K - capital investments in production (investments), the possibility of attracting additional financing.

Evaluation of production potential should answer questions such as: Is it possible to produce your services at a lower cost compared to competitors? Is there a choice of suppliers? What is the state of fixed production assets? Is it possible to serve those markets that are inaccessible to competitors? The production potential is expressed by the formula

Pp \u003d f (OPF, MZ, C, Q, H), (4)

where OPF - the main production assets;

MZ - inventories;

C - the price of transport services;

Q is the volume of traffic;

H is the number of staff.

The solution of many problems of the enterprise depends on the scientific potential, expressed by the level of provision of production with advanced technologies and qualified specialists. Scientific potential is defined as

Пн = f (Зн), (5)

where Зн is the share of the enterprise's costs for the acquisition of advanced technologies, modern service facilities, application programs, know-how, staff development, retraining, use of office equipment, production automation in the total cost of GATP.

The organizational management culture is made up of the behavior of people in the organizational environment and is an integral system of behavior patterns, customs, mores and expectations developed in the organization.

The experience of implementing strategic management has shown that the success of strategic planning depends more on the general cultural environment in which management is carried out than on specific management methods.

The culture and image of an enterprise are supported by reputation. Organizational capacity is expressed as

Po = f (Zo), (6)

where Zo is the share of the enterprise's maintenance costs social sphere, maintaining the image, internal traditions of the enterprise (administration, unity of command) in the total amount of costs.

Each factor of the internal environment leaves an imprint on the activities of a freight motor transport enterprise and is either its disadvantage or advantage. Their impact on the enterprise as a whole is determined based on the strength (weakness) of individual components of the potential. The state of the factors of the internal environment can be judged by the performance indicators of a freight motor transport enterprise, and each of them can be determined by several indicators (Fig. 3).

– – –

Rice. 3. Elements of GATP capacity The set of indicators evaluating individual types of capacity is too extensive. Among them, the following can be distinguished: the financial stability of the enterprise, the size and condition of fixed assets, turnover working capital, receivables and payables, tariff for transportation, volume of transport services, number of concluded contracts, including for foreign transportation.

Also important indicators are the company's share in the market of motor transport services, the traditions of administration, unity of command, the number and qualifications of personnel, the amount of capital investments.

Thus, we can conclude that the total potential consists of five main elements of marketing, production, financial, scientific, organizational. The element-by-element approach is more preferable than the resource approach in determining the components of the total potential of a freight motor transport enterprise. As recommendations, it is proposed to take as a basis a qualitative assessment of the potential of an enterprise, since a monetary assessment does not always allow an objective assessment of indicators characterizing the potential of an enterprise. To determine the indicators that characterize one or another type of enterprise potential, it is necessary to analyze the activities of freight transport enterprises.

1.3. Methods for forming a strategy for a freight motor transport enterprise in modern conditions existing methods formation of a strategy for choosing the optimal one, which would help the freight transport company to achieve its goals and meet its mission.

The methods listed below make it possible to draw up a plan for the development of the external environment and model the internal state of the enterprise, since it is rather difficult to predict the further behavior of market participants and their impact on the enterprise. The presence of a forecast is necessary, because it allows, in the event of a change in the situation, to make adjustments to the activities and choose the best option. According to the material discussed in paragraph 1.1, the strategy is considered as a work plan.

Among the methods that make it possible to form a GATP strategy, the following are most widely used:

1) method of short-term (medium-term, long-term) planning;

2) method of expert assessments;

3) the method of "brainstorming";

4) method of development scenarios;

5) method of financial modeling (business planning).

All these methods are based on extrapolation, modeling or expert survey.

Extrapolation is a method of scientific forecasting, which is the distribution of conclusions obtained from observation of one part of a phenomenon to another part of it. In other words, it is the transfer of trends established in the past to the future. Today it is not possible to make an accurate forecast using this method, as events develop rapidly and the pluses of one period can turn into minuses in another.

Modeling is the study of any phenomena, processes or systems of objects by building and studying models. Models serve to determine or refine the characteristics and rationalize the ways of constructing newly constructed objects. Any method of scientific research is based on them, both theoretical, using various kinds of symbolic, abstract models, and experimental, using subject models.

The method is very convenient, as it allows you to imagine the situation even before it occurs and calculate all possible options. Modeling is widely used by both government and private enterprises, and models vary in breadth and detail. In production management, as a rule, detailed models with a small coverage are compiled.

V.V. Leontiev believed that “a model is a scientific tool most adapted to the analysis of the functioning of economic systems”, and the model approach is an indispensable means of systematically studying the functioning or disruption of the functioning of the modern economy. In the work of Leontiev, the economic balance of the region was compiled for the first time, the author is the creator of a deep and branched theory of intersectoral analysis of economic systems. In his opinion, the adoption of a strategic decision in the modern economy needs an information support system.

Survey of experts - quantitative or ordinal assessments of processes or phenomena that cannot be directly measured, based on the judgments of specialists. This method is the cheapest and ubiquitous in management, moreover, it allows you to take into account the human factor, the intuition of experienced professionals. Depending on the complexity of the problem, forecasting can be carried out in parallel by two or more groups.

If the obtained data are presented in the same formats, then the use of statistical methods increases the reliability of estimates of predicted characteristics.

A feature of the formation of a strategy in market conditions is the predictive, non-rigid nature of this type of work. The strategy as a plan contains the benchmarks in which the GATP intends to carry out its activities. Environmental factors are quite changeable, which in turn changes the strategic plan. Therefore, one of the conditions for the formation of a strategy is the assumption that the situation can change in the opposite direction.

There is an opinion that forecasting is a probabilistic determination of the course of further events, which can be carried out:

before planning (forecast of traffic volumes based on known prehistory; after this forecast, future traffic volumes, costs are planned);

simultaneously with planning (for example, planning road transport, taking into account the characteristics of climate, seasonal conditions);

after planning (for example, due to currency instability, inflation, or other factors that may change during the reporting period). Therefore, pessimistic and optimistic forecasts are made.

Planning is the process of justifying a decision and allocating resources (material, financial, human) for its implementation, it depends on the goals of the organization and the strategy chosen in accordance with it.

In order to achieve the desired goal and implement the chosen strategy, it is necessary to develop a detailed plan, including:

material and technical planning (equipment, stocks);

financial planning (profit, profitability, staff salaries, turnover of funds);

headcount planning;

time planning (network charts, Gantt charts);

planning information resources organizations.

Often, for this, businesses need to develop a business plan or an investment plan. The essence and basic principles for the implementation of each of them are as follows.

The short-term planning method is based on series smoothing and is successfully used, for example, in planning daily (weekly) purchases of perishable goods to forecast sales volume. The period of short-term forecasting is from several days to 12 years.

The method is quite simple and works in a stable situation, however, the enterprise is very risky during production downturns or "jump"

consumer demand.

Excessive enthusiasm for this method is an obstacle to effective planning, according to the author, the priority of short-term planning over long-term is the first and main reason for failure. Any enterprise has a lot of urgent tasks that need to be solved as soon as possible. short time, but urgent tasks are not always the most important. The overall course of action should be consistent with long-term planning objectives.

The method of long-term planning is based on the identification of a trend - a trend in the development of a series and is used in forecasts for the coming years.

The period of the medium-term forecast is from two to ten years, the long-term forecast is more than 10 years (in some cases up to 25 years), since strategic planning is designed for a long period.

In general, the planner is engaged in the development of the plan, while the choice of strategy falls on the shoulders of the manager. According to M.M. Alekseeva, planners and managers are two opposite human categories. Top managers are most often people who have achieved their position through energy, entrepreneurial talent. In contrast, planners prefer a theoretical approach to the problem.

Therefore, active interaction of managers and planners is necessary, both in the process of planning activities and in discussing issues of the enterprise's strategy. To do this, it is very convenient to use the method of "brainstorming". It is used when solving issues related to the development of new products, the use of new technologies that are strategically important for the enterprise, and in cases where not only arguments are needed, but also counterarguments.

In such cases, the method of expert assessments is also used. It has become widespread recently, as well as the method of development scenarios, and is used to identify future actions of competitors, potential buyers, the movement of goods flows, and labor.

It is used in political and military research.

The scenario method has been used with great success in the United States since the early 1960s. It makes it possible to assess the most probable course of events and the possible consequences of the decisions made. The scenario includes descriptions of development trends, relationships between the characteristics of the solution, a list of possible hazards, unsuccessful control actions. The last two methods are cheap and simple, allow you to take into account different opinions and come to a common decision.

The choice of forecasting method depends on many factors (Fig.

4): the availability of data on past events, the execution and accuracy of the forecast, the time and cost of compiling. Some methods require data, others are developed in the absence of sufficient information. If the GATP has the time, qualitative methods are recommended (Scenario Method (Delphi)). It does not require the collection of information, allows you to reduce money and time costs and get a script.

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DEVELOPMENT OF THE MOTOR TRANSPORT ENTERPRISE

The need for continuous and purposeful development of ATP is determined by the fact that cost-effective transformation of ATP is a prerequisite for extending its life cycle.

Each ATP goes through certain stages of change. Sometimes the reason for these changes is determined by the external environment. Thus, the massive downsizing of domestic ATP in the 90s. 20th century due to the general economic situation in the country. In other cases, enterprise managers themselves come to the idea of the need for innovation, for example, they recognize the need to purchase such vehicles that would make it possible to master international transportation, and / or the need to expand the marketing function in a certain situation in the transport services market. Changes, if grouped by area of implementation, may relate to:

Technique used at the ATP, and technology for the production of transport services. Such changes affect the methods of organizing transportation and technical impact on the rolling stock, affect the composition and structure of the car fleet and other fixed assets, etc. The changes also consist in updating the knowledge and skills of employees, corresponding to technical and technological innovations;

List and structure of transport and other services produced by ATP. These can be both changes in the quality parameters of already mastered transport services, and the implementation of new services for a given ATP or its entry into a new market segment, etc.;

Structures of the organization of ATP management. The changes here concern not only the size of the ATP or the type of its organizational structure, but also the system of employee remuneration, the organization of labor relations, the system of control and information, financial reporting and planning methods, etc.;

corporate culture. Here we are talking about changes in attitudes, expectations, behavior of employees, changes in the norms and rules adopted at the ATP, etc.;

Other changes.

Substantiation and choice of ATP development strategy. Changes carried out in the ATP should be consistent with the ATP strategy (see Figure 3.5), for the development of which the employees of the highest levels of management are responsible. In today's economic conditions, substantiation of the ATP development strategy is one of the leading tasks in managing its production and financial activities.

At the same time, it should be borne in mind that often the strategy for the development of ATP is determined without the help of modern methods, as a result of which the strategy is replaced by a long-term plan for the development of ATP. Such a substitution is unjustified, since long-term planning due to the turbulent dynamics of the external environment is currently often untenable.

The ATP development strategy involves the use of such a form of managed development as innovation. Those changes that occur in the ATP in addition to the will of managers do not belong to innovations. Also, a simple increase in quality or quantity according to some specific feature (for example, an increase in the number of drivers, renewal of the same type of rolling stock, etc.) is not considered an innovation either. innovation can be called that purposeful change that introduces new relatively stable elements into the ATP. This is a sign of the transition of ATP as a system from one state to another (more stable).

The justification of the development strategy is carried out on the basis of an analysis of the external environment of the ATP and internal factors of the effectiveness of its activities, taking into account their interrelations and the synergistic effect due to these interrelations.

Present study guide we do not detail the content and methods of analysis preceding the development of a strategy, since they are the subject of consideration of the academic discipline "Strategic Planning". Literature on these issues is presented quite widely. In addition, in ch. 7 gives a general description of the organization of analytical work in the enterprise. Without dwelling on the analysis procedure, nevertheless, we emphasize that right choice ATP development strategy largely depends on the quality of its complex diagnostics.

The development strategy of an enterprise should reflect not only the direction in solving its main problems, but also the real capabilities of the ATP (financial, organizational, personnel), and also take into account the most likely changes in the external and internal environment. Characteristic features strategy is its continuity and transformation, which determines the need for continuous management of the development of ATP.

In addition to the development strategy common for ATP, a large ATP can also develop:

business strategy, aimed at providing effective development strategies certain types activities, for example

Measures: container shipping; forwarding activities; international transport etc.;

operating strategy, established for the main structural units, for example, for the territorially separated branch of the ATP;

functional strategy, formed for each functional area of a certain area of activity of the ATP. So, it can be a logistics strategy developed by ATP, a financial strategy, a marketing strategy, a personnel strategy, a strategy for information and analytical support for enterprise management, etc.

The development of ATP in accordance with the strategy chosen by him can take place in the form organizational redesign, which is achieved by the following interrelated actions:

Determining the prospects and goals for the development of the ATP, developing indicators for achieving these goals and a general program of necessary actions to transform the ATP;

restructuring(structural reform) - carrying out a set of measures for the comprehensive reorganization of the ATP in accordance with the strategy for its development. This is a chain of interrelated organizational innovations designed to enable an enterprise to adequately respond to dynamic changes in the external environment and achieve current and long-term competitiveness;

Establishing clear procedures for improving the relationship between the ATP and the external environment, which makes it possible to increase the adaptability of the ATP through intra-organizational restructuring;

Providing ATP employees with new knowledge, new skills and tasks, forming a positive perception of employees about the benefits expected as a result of restructuring and remuneration systems for work.

The restructuring of the ATP can be considered a highly effective lever for increasing the competitiveness of the ATP, as it involves improving the structure and management functions; technical and technological transformations; change in the financial and economic policy of the ATP. The implementation of the ATP restructuring program is directly related to its innovativeness - the ability to master innovations in the technical, technological, managerial and other areas of the ATP's financial and economic activities. As a rule, restructuring includes the restructuring of ATP assets.

Determining the priority of restructuring tasks and the order of their solution. Despite the fact that the restructuring should be comprehensive, nevertheless, in its course, it is necessary to establish the priority of the tasks to be solved and determine the order of implementation of projects. Such an assessment can be carried out on the basis of an analysis of development tasks

ATP identified as a result of its diagnosis. Such tasks may include the renewal of rolling stock; use of subcontract relations; transition to another type of organizational structure; merger with another transport company; use of progressive methods of transportation organization; development by the enterprise of the production of other services (other products); implementation of a transportation quality management system or a general quality management system; decentralization of management and formation of responsibility centers; change in the scheme of material and technical supply; optimization of administrative workload; introduction of adequate information technologies; introduction of norms of behavior for ATP employees, etc.

Having compiled a general list of restructuring tasks, it is necessary to streamline this list - to exclude duplication of tasks, their mutual inclusion, and also to equalize the scale of tasks. Task formulations that do not meet these requirements should be excluded from their general list. Thus, comparability, interconnection and, at the same time, some autonomy of tasks are achieved.

An updated list of restructuring tasks should be subject to expert evaluation, as a result of which the rank (significance) of each task is established and the tasks that are most relevant for the ATP at the current moment of its existence are selected. Tasks that do not require immediate solution can either be excluded from the list or placed on the list of tasks of the next queue.

The most urgent restructuring tasks are then evaluated from the standpoint of the probability of their successful solution. Here, both the financial capabilities of the ATP and the degree of its competence in solving individual problems are taken into account, that is, to the extent possible in the course of solving problems to overcome the influence of external factors. At this stage, tasks are selected again, i.e. the list is shortened again.

Those tasks that are successfully formulated and at the same time are assessed as particularly relevant, and can also be solved mainly by the forces of the ATP itself, are considered further from the point of view of the ATP strategy: it turns out to what extent the solution of these tasks corresponds to the strategic goals. The restructuring program includes those tasks that meet this requirement.

Such a multi-stage selection of tasks makes it possible to ensure the effectiveness of the measures provided for by the ATP restructuring program and to avoid dissipation of the forces and resources of the enterprise.

Restructuring (reforming the structure) may include any changes in the range of services provided by the ATP: a change in the structure of its capital; business education

Nes-units; merger procedures, etc. Therefore, restructuring is not only an economic and organizational and managerial category, but also a legal one.

Most often, restructuring includes four main stages:

1) diagnostics financial position ATP, analysis of its technical and economic condition, assessment of strengths and weaknesses, marketing research in the market of transport services, ranking problems, identifying the main tasks of restructuring;

2) refinement of the enterprise development strategy, taking into account the results of diagnostics and the allocation of individual strategic sub-goals. Formation of the organizational concept for the development of ATP;

3) design changes in the composition and organizational structure management and in the composition and structure management personnel ATP. If radical changes are expected (reorganization of the enterprise), then it is necessary to develop a detailed project of these changes, providing for the solution of issues of personnel selection, legal support, engineering and information support for the activities of new structural units, internal pricing, financial control, etc.;

4) development and implementation of a program of measures for the restructuring of the enterprise in accordance with the conclusions made during the first two stages. The program indicates not only specific activities, but also the timing of their implementation, responsible executors, as well as the necessary financial resources.

Overcoming the socio-psychological problems of reforming the ATP. A group of social factors in the development of ATP should be singled out. Particular attention to social factors is explained by the following.

The need to find common solutions to economic and social problems that arise in the course of a person’s labor activity within a certain ATP is determined by the fact that the economic phenomena of the ATP should be analyzed and designed taking into account the interests of both workers and the ATP, and not only in connection with the final results of production financial activities of ATP.

When designing solutions aimed at the development of ATP, most often they proceed from the premise that all employees unconditionally share this goal and subordinate their other interests to it.

However, there are factors that supplement, clarify, limit or even replace the goal of developing ATP for a particular employee (group of employees). Some of these factors are listed below.

1. In an effort to maintain good relationships and not offend employees, employees may refuse to strictly adhere to those procedures that ensure the development of the ATP. Thus, a transportation manager can deliberately weaken control over the activities of drivers, based on the desire not to come into conflict with them, and give the opportunity to assign work volumes, work “on the side”, etc.

2. Some performers may refrain from proposals and actions aimed at the development of ATP, as otherwise it will violate the order established and promoted by the head. This applies, for example, to the widely used practice of involving drivers in repair and maintenance work, which is an economically irrational, but, unfortunately, traditional solution for many ATPs.

3. The desire of employees to avoid risk can lead to the refusal to implement some development methods, even if these methods have been sufficiently tested and justified in the practice of other enterprises. In road transport, this desire is especially characteristic of small enterprises that prefer risk aversion.

4. The interests of employees can be directed primarily to their own wages, and this interest is often stronger than the interest in the profits of the ATP, the income of its owners, etc.

5. It is possible that interest in the development of ATP fades into the background due to the desire of a certain group of leaders (managers) to retain control in their hands. In particular, the struggle for power, the desire to improve status, etc. may lead to decisions that are contrary to the development goals of the ATP.

6. Such seemingly unexpected factors as the desire of the manager to carry out charitable activities or the desire to be in harmony with his own conscience, as well as the desire of employees for special skills, self-valuable demonstration of their professional capabilities and etc. These factors are likely to conflict with individual decisions.

7. If there is a conscious desire of employees to develop ATP, this goal may still not be fully achieved due to the insufficient level of their professional competence, which may not be realized by the employees or they may not be fully realized.

So, it can be noted that each of the problems of restructuring the ATP is associated with the adoption of rather complex decisions, with overcoming not only information uncertainty, but

And the traditional underestimation of the socio-psychological problems of reform. However, if these problems are neglected during the transformation, then the structural reform (restructuring) of the ATP will not achieve its goal, and the enterprise will not move into a qualitatively new highly efficient state.

The overall economic effect of restructuring consists of four components: the effect from the point of view of the owner (manager) of the enterprise, from the point of view of creditors, from the point of view of the budget and the social effect.

As a rule, the development of an enterprise requires investments of funds, and here the problem of investing an enterprise comes to the fore, briefly presented in the next subsection and discussed in more detail in Chap. fourteen.

strengths Strengths of the enterprise	Weaknesses Weaknesses of the enterprise
Long period of work in the market Presence of a constant clientele Large market share Presence of a well-known and reputable trademark Existence of a stable network of intermediaries	Lack of experience in a specific market Lack of links with market entities Relatively small volume of production Poor market awareness of the enterprise Outdated technical base Financial instability
Opportunities Market Opportunities	Threats Market dangers
Political stability High market growth rate Growth in demand for the company's services Weakness of the main competitors Emergence of promising market segments Adoption of legal acts that simplify the activities of the enterprise Soft tax regime Existence of effective means of advertising distribution	Political instability Slow economic development Loyalty of clientele to local competitors Availability strong competitors Complication and deterioration of the rules of work in the market, regulated by legal acts Increased tax burden Impossibility of exporting profits from the country Lack of effective information and advertising technologies on the market

Analysis of ATP strategy in the service market. Transport company marketing strategy. Identification of key success factors

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