Taranenko A. V., Full Professor, Doctor of Economic Sciences Grynko T. V.
Oles Honchar Dnipropetrovsk
National University (Ukrainian)
SCIENTIFIC AND METHODICAL APPROACHES
TO THE EVALUATION OF THE EFFECTIVENESS OF THE ECONOMIC STRATEGY OF THE
ENTERPRISE
In the conditions of tough competition and rapidly
changing situation, firms should not only concentrate attention on the State of
affairs, but also to produce a long-term strategy, which allowed them to keep
the changes that occur in their environment. Therefore, the company needs to
choose an effective strategy for economic development. The urgency is expressed
in the selection line of scientific-methodological approaches that should be
used for estimation of efficiency of economic strategy to improve the
efficiency of the company.
Evaluation strategy is the final step in strategic
planning and progress at all stages of the implementation of the strategy. It
can be done in two ways:
– evaluation of specific strategic choices to
determine their suitability, feasibility, acceptability and consistency to the
organization;
– comparison of results of implementing the strategy
to the level of achievement.
An effective evaluation system requires key basic
elements:
1. Motivation for evaluation. Before evaluation can be
carried out, the head of the Organization should have a desire to evaluate
their performance or strategy, which he or his team want to implement. Such a
desire is conditioned by the realization that it is necessary to achieve
conformity between the Organization and the proposed strategy. There are other
potential motivating factor, if the manager is hoping to receive a reward based
on performance according to the task [1].
2. Information for evaluation. Another requirement of
reliability assessment information in usable form to evaluate proposed
strategies, as well as its consequences after implementation. This requires an
effective system of collection and processing of management information, as
well as a complete and accurate report on the possible outcomes of the proposed
strategies and results of their implementation [2].
3. Evaluation Criteria. Strategies should be evaluated
according to certain criteria. These criteria can be grouped as follows:
– Sequence of implementation strategies. The strategy
defined the purpose of the upper level, so it should not contain inconsistent
with the upper level lower level objectives.
– Compliance with the requirements of the environment.
The strategy should match the atmosphere and place it critical changes.
– Feasibility strategy. The strategy should neither
overestimate the available resources nor create problems not solved in the
future.
– Acceptability to stakeholders. The strategy should
meet the expectations of specific support groups.
– An advantage relative to competitors. The strategy
must ensure the creation or maintenance of competitive advantage in their
chosen field [3].
4. The decision of the evaluation strategy. Evaluation
itself is not the final stage. It should guide decisions about the choice of
strategy and contribute to the definition of its effectiveness. For this is
developed appropriate corrective action system, based on an assessment of the
information presented [4].
In today's rapidly changing conditions of the
environment and the internal capabilities of the company's evaluation of the
effectiveness of the chosen strategy is the most important part of the process
of strategic management. This step turns it into a closed loop sequential
continuous process [5].
To assess the real strategy of the company, you should
first determine what is the chosen strategy. That the company's approach to the
conduct of competition – committed to it to reach a minimum in a given field of
production costs or focuses its attention on a specific group of consumers and
market niches in order to break from their pursuers. Another important point is
to determine the competitive position of firms in the field of goods and
services, the degree of its vertical integration and territorial coverage. It
should also identify and analyze functional supporting strategies in the areas
of production, marketing, finance, human resources and so on. A thorough study
of incentive motives for each plot strategy – each step and each of the
functional approach is also making clear disclosure of the essence of the
current strategy.
1. Пасічник В. Г. Планування діяльності підприємства : навч. посіб. / В. Г. Пасічник, О. В. Акіліна. – К. : Центр навчальної літератури, 2005 – 255 с.
2. Поташева Г. А. Синергетический поход к управлению
: моногр. / Г. А. Поташева.
– М. : ИНФРА-М, 2011. – 160 с.
3. Раєвнєва О. В. Управління розвитком
підприємства: методологія, механізм, моделі : моногр.
/ О. В. Раєвнєва. – Х. : ВД «ІНЖЕК», 2006. – 496 с.
4. Поташева Г. А. Синергетический поход к управлению
: моногр. / Г. А. Поташева.
– М. : ИНФРА-М, 2011. – 160 с.
5. Шевчук Н. В. Вартість як критерій ефективності управління
підприємством / Н. В. Шевчук // Економічний часопис – XXI : науковий журнал. – 2014. – № 5–6.