Įmonės daugiakomponentės strategijos modeliavimas

• Bivainis, Juozas
• Staškevičius, Aurimas Tomas

LTStraipsnyje aprašytas autorių siūlomas iš esmės naujas vieno iš svarbiausių įmonės vadybos instrumentų - strateginio planavimo modelis. Siūlomo modelio specifiniai bruožai: strateginių sprendimų daugiakomponentiškumas ir strategijos formavimo kiekybinis formalizavimas. Įmonės daugiakomponentės strategijos formavimo modelis grindžiamas plėtotine strateginio valdymo metodologija. Kiekvieno žingsnio strateginiai sprendimai ieškomi analizuojant ir vertinant teigiamų ir neigiamų įmonės ir jos išorinės aplinkos veiksnių, išreikštų strategijos trajektorijos daliniais vektoriais, alternatyvas pagal integruoto įmonės vertės rodiklio kriterijų. [Iš leidinio]

ENFast technological advance, globalization of economics and internationalization of culture are major factors changing the conditions of business development. In this environment to have a competitive advantage a company should search for innovations and apply advanced management methods. Strategic management is one of the most effective tools used for this purpose. The data obtained in the research are presented in the paper taking into consideration the above theoretical assumptions. A suggested enterprise strategy development model based on multiple components relics on emergent strategic management approach adequately describing modem dynamic business development and its environment. The performance of any enterprise is determined by many factors. They are usually classified from various perspectives. In the context of the investigated problem two aspects are important, i.e. location and impact direction. According to location a set is subdivided into internal and external factors. This division is important for strategic planning because the internal factors are controlled by an enterprise, therefore they are considered to be the controlled parameters. The 2nd set of criteria (associated with the environment) cannot be controlled by an enterprise to a large extent, therefore it is important to predict and evaluate their effects and changes at an early stage of strategic planning and to take adequate measures if necessary.The instantaneous value of any integrated criterion represents, on the one hand, the potential of an enterprise (positive internal factors) and favourable environmental conditions (external factors) and, on the other hand, enterprise drawbacks (negative internal factors) and unfavourable environmental conditions (negative external factors). The dynamics of these components in the planning period determines the trajectory of enterprise strategy. In developing the enterprise strategy in this way any point of the strategy trajectory is obtained as the total difference between the values of the particular component vectors of positive and negative internal and external factors influencing enterprise performance. Any ordinate of a particular component expresses an expected change (most probably, an increase) in the enterprise value. Any positive change (increment) of value costs because some financial, material and intellectual resources are needed for it. It is important to find which set’ of factors (a vector of particular components) will allow the highest enterprise integrated criterion value at the specified moment of time or the highest enterprise value increment at a particular time interval to be achieved at minimum expenses. To solve this problem the modelling of a wide range of alternatives is needed. The elements of the suggested model are values of the factors (the particular components) of the enterprise (at the start of the strategy), describing the direction parameters of any step of the particular components of strategy trajectories and the values of steps.The methods of their determining based on the experimental calculations are discussed. A model of multicomponent strategy was tested in a particular leasing company. The strategic alternatives have been modelled at different periods of time. Their comparison with the leasing company's development plan has shown that if the suggested model is used, the current enterprise potential will allow to increase its value by 4-7 per cent. At the same time the test performed has revealed versatile nature of the model which, being developed for a leasing company, may be adapted to enterprises engaged in other activities. In fact a methodological base of the model is universal, while the particular sets of criteria depend on the enterprise profile as well as on other internal and external conditions. [From the publication]