Систематизація стратегій як методичний інструмент формування конкурентоспроможного підприємства

Abstract

Запропоновано підходи до систематизації стратегій розвитку підприємств сфери харчування. За основу систематизації взято еволюційні принципи глобальних законів розвитку, розподілених за рівнями буття, а також фрактальний підхід до розкриття сутності стратегій. Результатом використання стратегій за системою глобальних законів розвитку є підвищення їх ефективності на кожному етапі розвитку за спіраллю В. Мевеса.

On the basis of the analysis of strategy classifications on various grounds, approaches to the systematization of the development strategies of food industry enterprises have been identified and proposed. It is noted that the modern period of strategic management is based on the process, system, and situational management paradigm. The basis of systematization is the evolutionary principles of the global laws of development, distributed by levels of being, in particular the level of preference, the level of elements of strategy, energy, information, composition of the system, evolution, hierarchy and higher potential. Each principle reflects a number of strategies as a system of a certain level of organization. The problem of repeatability of strategies at different levels of development, corresponding to certain levels of existence, was solved by using the fractal approach. Self-similarity (affinity) of fractals implies the presence of an invariant, which is stored in transformations. This means that the strategy, which is at any level of existence of the system, has three invariants: commodity, market and firm, which transform under certain conditions into a particular strategy and determine its parameters and place according to a certain classification. The result of the use of strategies under the system of global development laws is to increase their effectiveness at each stage of the spiral development of V. Meves. The model used shows that any process in an enterprise begins with concentration on the limiting factor – a problem that needs to be addressed. The passage of the next steps depends on the potential of the enterprise. As a result, each next step may become dominant, which will determine the content and structure of the strategy.