Peculiarities of the strategic planning in the crisis conditions
The features of the strategic planning are considered in the conditions of crisis at the enterprises of Ukraine. The recommendations on realization of strategic planning and management under crisis conditions are offered for the leaders of the Ukrainian enterprises. Key words: strategic planning, st...
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irk-123456789-239922016-04-15T13:38:26Z Peculiarities of the strategic planning in the crisis conditions Snitko, Y.A. Lobachov, V.K. Strategic management The features of the strategic planning are considered in the conditions of crisis at the enterprises of Ukraine. The recommendations on realization of strategic planning and management under crisis conditions are offered for the leaders of the Ukrainian enterprises. Key words: strategic planning, strategic management, crisis, indicative planning, policy of dirigism. Розглянуто особливості стратегічного планування в умовах кризи, зокрема на підприємствах України. Запропоновані рекомендації для керівників українських підприємств, щодо здійснення стратегічного планування та управління в цілому в умовах кризи. Ключові слова: стратегічне планування, стратегічне управління, криза, індикативне планування, сценарне планування, політика дирижизму. Рассмотрены особенности стратегического планирования в условиях кризиса, в частности на предприятиях Украины. Предложены рекомендации для руководителей украинских предприятий, по осуществлению стратегического планирования и управления в условиях кризиса. Ключевые слова: стратегическое планирование, стратегическое управление, кризис, индикативное планирование, политика дирижизма. 2010 Article Peculiarities of the strategic planning in the crisis conditions / Snitko Y.А., Lobachov V.K. // Економічний вісник Донбасу. — 2010. — № 4(22). — С. 191-194. — Бібліогр.: 11 назв. — англ. 1817-3772 http://dspace.nbuv.gov.ua/handle/123456789/23992 005.21 en Економічний вісник Донбасу Інститут економіки промисловості НАН України |
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Strategic management Strategic management Snitko, Y.A. Lobachov, V.K. Peculiarities of the strategic planning in the crisis conditions Економічний вісник Донбасу |
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The features of the strategic planning are considered in the conditions of crisis at the enterprises of Ukraine. The recommendations on realization of strategic planning and management under crisis conditions are offered for the leaders of the Ukrainian enterprises. Key words: strategic planning, strategic management, crisis, indicative planning, policy of dirigism. |
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Snitko, Y.A. Lobachov, V.K. |
| author_facet |
Snitko, Y.A. Lobachov, V.K. |
| author_sort |
Snitko, Y.A. |
| title |
Peculiarities of the strategic planning in the crisis conditions |
| title_short |
Peculiarities of the strategic planning in the crisis conditions |
| title_full |
Peculiarities of the strategic planning in the crisis conditions |
| title_fullStr |
Peculiarities of the strategic planning in the crisis conditions |
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Peculiarities of the strategic planning in the crisis conditions |
| title_sort |
peculiarities of the strategic planning in the crisis conditions |
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Інститут економіки промисловості НАН України |
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2010 |
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Strategic management |
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| citation_txt |
Peculiarities of the strategic planning in the crisis conditions / Snitko Y.А., Lobachov V.K. // Економічний вісник Донбасу. — 2010. — № 4(22). — С. 191-194. — Бібліогр.: 11 назв. — англ. |
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Економічний вісник Донбасу |
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2025-07-03T03:28:01Z |
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| fulltext |
191
Економічний вісник Донбасу № 4 (22), 2010
E. A. Snitko, V. K. Lobachov
Putting the problem. Crisis is a “litmus paper”
for enterprise management. It exactly defines how
effectively can we react to negative changes of external
environment and “extinguish” them, how can we change
and improve, giving the enterprise a chance to survive in
crisis. The majority of managers consider the plan as a
necessary instrument for managing enterprise in crisis
times. But there are a lot of statements about the vanity
of this “expensive pleasure” under conditions of
unforeseen, changeable modern organization, about non-
appropriateness of enterprise spirit prohibition with the
help of planned tasks, about the substitution of planning
function by the direct action of market forces in any
industrial-economic organization.
The analysis of the experience of modern American
(and also Japan and western European) enterprises
shows, that the intra-firm planning is generally accepted
in their practice [1,3,5]. This function, which is generally
realized on the level of corporation and also departments,
their groups, factories and other organizational
subdivisions, sets a stamp on all kinds of activity of a
modern firm and has own specific character in crisis
conditions.
What peculiarities in realization of enterprise strategic
planning do help to manage productively in crisis
conditions? What approaches, methods and instruments
are effective today? Answers on these questions are very
actual and important for all managers and also for
managers of the Ukrainian enterprises.
Analysis of recent investigations and
publications. Analysis of native and foreign investigations
in the field of the strategic management in crisis conditions
shows that consideration of its specification allows
increasing the productive reliability, surviving in crisis
conditions and even guaranteeing stability of enterprise
development.
To the problems of strategic management, especially
in the crisis conditions, are devoted works of І. Ansoff,
R. Acoff, О. Bielorus, О. Vikhanskyi, І. Ignatieva,
О. Miroshnyk, М. Martynenko, А. Naumova,
D. Syrotkina, S. Smirnova, А. Strickland, А. Tompson,
Z. Shershnyova etc.
At the same time, there is a row of questions, which
expect further theoretical and practical investigation. In
this regard, it is necessary to analyze strategic planning
specification in the crisis conditions, including the
Ukrainian enterprises.
Putting the task.
The purpose of this article is to reveal peculiarities
of strategic planning in the crisis conditions, and to
elaborate recommendations on its effectiveness increasing
for the Ukrainian enterprises.
Results.
You shouldn’t be afraid of the word “planning”.
Working out the long-term plans is already widely used
in many economically developed countries. Being in the
waiting mode is not only dangerously nowadays, it will
lead to the serious economical expenses in any situation,
to crisis or even to the death of the enterprise. Many
leaders of native enterprises try to find out the way from
the nowadays situation. The questionnaires conducted
in the big Ukrainian trade organizations (supermarket
“METRO Cash & Carry Ukraine”, hypermarket of
building materials, supermarket “Absolute”, hypermarket
“MegaMax”) prove it.
The real way from the crisis could be elaborated on
the basis of strategic planning and management. To plan
in the old manner is not allowed, but not to plan at all
would be a deadly mistake. It is the strategic management
that can be used in the difficult, crisis situation when the
activity of enterprises is influenced by many external
factors, which are dynamically changed, and difficult
situation characterized by internal factors (technological
condition of enterprise, waste of circulating assets, non-
payments and, as a result, non-payment of the salary).
Undoubtedly, the majority of our managers did not
gain the work experience and its planning in the crisis
conditions. In fact, strategic planning — is a kind of art
(foresight, planning, management of global and local
strategies). A specialist of strategic planning and
management must have a good knowledge of
management, marketing, planning, be able to develop
global and local strategies and manage them.
Today, it is very important to be able to develop
many-variants, alternative business plans, correct the
strategy and planning indexes.
It is impossible to plan without consideration of a
specific product (service) life cycle and management of
the assortment policy on the basis of the product (service)
life cycle strategy.
УДК 005.21
E. A. Snitko,
PhD (Technique), Lugansk,
V. K. Lobachov,
Lugansk, Ukraine
PECULIARITIES OF STRATEGIC PLANNING IN THE CRISIS CONDITIONS
192
Економічний вісник Донбасу № 4 (22), 2010
E. A. Snitko, V. K. Lobachov
Planning in “chaos” conditions, as say our colleagues
from Germany, USA is possible and necessary on the
basis of portfolio analyze usage, АВС-analysis and other
methods.
All this is new and unknown for the Ukrainian
managers. But this is the instrument, with the help of
which it is possible to get out of from the crisis and
work effectively in the conditions of market economy.
Exactly the planning indexes are the elements of
stability in the crisis chaos. Moreover, the planning must be
not only quick, but also mid-term. But the notion of mid-
term is a bit changed in the crisis conditions. In the stable
period a mid-term is 1-3-years plan, now it is only 1 year.
In the crisis situation the role of year plan in
enterprise management is changed. First of all, the plan
becomes not only a row of financial indexes, but the
instruction for action depending on the realization of
different risk factors. Purposes at the same time must be
“wisely vague”, that is set the development direction and
designate priorities of the enterprise, remaining freedom
in its sense. It allows saving one direction of actions
during the planning, remaining the ability to choose the
ways of enterprise development. Besides, exactly during
the crisis the significance of coordination function in the
plan increases, it guarantees the coordination of anti-crisis
activities of all enterprise’s departments.
The plan must allow making quick decisions in
response to current changes of the external environment.
But excessive pressure of strict budgets may decrease
the effectiveness of ordinary management decisions,
limiting thus the flexibility of reactions to the market
conditions changes.
The leader of the enterprise must pay maximum
attention to the effective information exchange between
the departments and guarantee a feedback on all levels of
management, sometimes even on the contrary to the
information safety. This type of information exchange is
called “the star” [1].
For the managers the plan fulfils a psychoanalytical
function — experiencing troubles before their appearance.
The plan that works well adds confidence that any troubles
may be overcome [4].
Thus, the key peculiarities of the planning approach
during the crisis are decreasing of detailing, increasing
of flexibility and drive.
Concerning flexibility and drive of the planning,
experts highly estimate such instrument as the slipping
planning [5].
By the considerable variability and flexibility of mid-
term and quick plans, strategic plans of enterprise should
be changed only in special cases — it is impossible to
change strategic plans with the same flexibility, enterprise
in the crisis times must be “dynamically stable”. It means
that if strategic plans and mission are not changed, quick
plans must totally correspond to the realities of the
business.
From the first sight, in crisis situation, the planning
approach at the enterprise is being unified. Planning
becomes more flexible, less detailed, but at the same time
more critical for the enterprise. Planning instruments set,
which is usually used, is also saved.
But a more attentive analysis reveals that there are
different priorities in planning at different enterprises. For
one people the survival of the enterprise is critically
important, for others — the behavior of macroeconomic
factors. For third persons practically nothing changes [6].
In this relation, it is possible to distinguish three
approaches to planning in crisis conditions: the “living
wage”; the scenarios of the external environment
development; the purposeful indexes. Let’s consider them
in details:
1. Approach “the living wage” is rather widespread
nowadays. A key task in this approach is support of
enterprise’s liquidity. But in the real life other indexes are
also used.
2. Approach “the scenarios of the external
environment development” is critically significant for
enterprises, which business depends on the
macroeconomic indexes and authority decisions. In
contrast with a previous approach, the key indexes in
planning are such indexes, as dollar course, oil price.
3. Approach “the purposeful indexes” is typical for
enterprises, which business is not so influenced by crisis.
As a rule, indexes for planning are the same both in crisis
and stable periods. However, for the majority of
enterprises it is problematically.
The differences between these three approaches
could be shown well, when enterprises try to solve the
basic financial management problem: guaranteeing of
liquidity and profitability. For the first approach it is
“guaranteeing liquidity with the minimal level of
profitability”, for the third approach — “guaranteeing the
set level of profitability with the permissible level of
liquidity”.
The most important peculiarity of the planning in
crisis conditions is a high level of future uncertainty.
There are some rules how to do a crisis plan more
realistic: make an assumption from the pessimistic
prognosis; use experts’ opinion; make a quick reaction
to changes; probably to create at the enterprise special
groups of managers, which will do monitoring of the
basic industrial and macroeconomic indexes, and transmit
results for quick reaction; keep the stability of a trade
system [7].
But, undoubtedly, the key instrument of planning in
the conditions of high uncertainty is the scenario planning.
193
Економічний вісник Донбасу № 4 (22), 2010
E. A. Snitko, V. K. Lobachov
For Ukraine there are two scenarios of
development [3].
The first one says that post-crisis development will
be realized by the way of increasing the volume of
production in such traditional branches of the national
industry as metallurgy and chemical industry; moreover,
it will be realized on the technologically retarded, recourse
and energy base. Such approach expects quantitative but
not qualitative increase.
The second scenario of development in crisis
conditions expects concentration of all the powers on
the realization of specific purposes with the active usage
of conducting policy — active intrusion of the
government in the economy management.
As a result of this policy, based on the theory of a
French economist F. Peru about the principles of indicative
(recommendation) government planning in privileged
points of economy, a big sector of government economy
was created in France, as well as industrial branches,
credit-financial establishments [11].
Each enterprise has its own ways of scenarios
elaboration. The guru of scenario planning Peter Schwartz
distinguishes such steps of scenario planning:
1. Defining the key strategic ways and questions.
2. Ascertainment of the key factors of the near
external environment.
3. Ascertainment of the key factors of the internal
environment.
4. Thinking about the importance and level of
uncertainty. Scenarios will be distinguished according to
the factors and tendencies, which were defined higher.
5. Defining the logic of each scenario.
The results of the above steps can be called “logical
pivots”, that are alternative logics of each scenario
development.
6. “Cleaning” of the scenarios.
Every factor and tendency is being analyzed.
7. Conclusions.
8. Defining the typical indexes.
With the development of actual events it is advisable
as quick as possible to recognize, what special scenario
made is the closest to the reality. Exactly that must be
shown by so called “typical or leading indexes”.
In the work [9] 5 basic stages of scenario planning
at the enterprise are distinguished:
1. Defining the key factors of external environment,
which have influence on the enterprise. It is very
important to have an individual approach for the factors
defining. The amount of factors which really influence
can be small.
2. Qualitative formulation of scenarios. Very
attentively formulate qualitatively different ways of
development in scenario planning.
3. Digitization of scenarios — prognosis of factors
and markets development.
4. Defining the risk and possibilities for the
enterprise in each scenario.
5. Elaboration of critical events and defining the
control points of scenarios development.
On this stage two types of indexes are defined:
events of external environment arising of which will be
an indicator for scenario change; indexes by which
scenarios development is kept regularly.
In general, these are identical approaches, which
are different only in the differentiating the stages. Thus,
enterprises must choose the most comfortable one.
Planning in the crisis conditions — is a work for all
top-managers of the enterprise, its results must be open
to every collaborator.
Accepted planning system and prognosis methods
must be successive and not changed “ad hoc”, i.e. not
by chance.
If the pessimistic variant doesn’t allow saving the
positive surplus of money and comply the duties, defining
the purposeful indexes is needed, connected with the
motivation (sale the warehouses, activation of actions
by the demands of the debit debt).
In the crisis conditions the approach of “zero”
budgeting is used, when budgets are formed not
depending on the previous period, but depending on the
methods of strategic and quick planning, planned on the
calculation period.
It is necessary consciously to distinguish surplus
amount of measures, led to the compensation of the
“problem ruptures” (money deficit, income deficit). But
it is important not to fall into things which will destroy all
the efforts — you could have no effects at all.
Conclusions.
In the crisis conditions enterprises including the
Ukrainian ones mustn’t refuse the practice of strategic
planning and management. It is recommended to take
into consideration the following points:
1. The term and role of plan in the enterprise life
are changed. Detailing of plans is decreased; their
flexibility and quickness are increased.
2. Plan must allow making quick decisions in
response to the current external environment changes.
3. It is necessary to guarantee effective information
exchange between the departments and guarantee a
feedback on all levels of management.
4. 3 approaches to planning in the crisis conditions
can be distinguished: “the living wage”; the scenario of
external environment; the purposeful indexes.
5. Plans must be elaborated according to the
pessimistic prognosis, use experts’ opinion, react to
changes quickly, guarantee the support of the trade system
stability.
194
Економічний вісник Донбасу № 4 (22), 2010
E. A. Snitko, V. K. Lobachov
6. Analyze and elaborate the scenarios of events
development.
7. Consciously guarantee the surplus amount of
measures, led to the compensation of the “problem
ruptures”.
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суев А. В. — М. : Дашков и Ко, 2009. — 268 с.
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жетирования в условиях кризиса / Мошкина Д. // Фи-
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Snitko Y. А., Lobachov V. K. Features of the
strategic planning in the crisis conditions
The features of the strategic planning are considered
in the conditions of crisis at the enterprises of Ukraine.
The recommendations on realization of strategic planning
and management under crisis conditions are offered for
the leaders of the Ukrainian enterprises.
Key words: strategic planning, strategic
management, crisis, indicative planning, policy of
dirigism.
Снітко Є. О., Лобачов В. К. Особливості стра-
тегічного планування в умовах кризи
Розглянуто особливості стратегічного плануван-
ня в умовах кризи, зокрема на підприємствах Украї-
ни. Запропоновані рекомендації для керівників украї-
нських підприємств, щодо здійснення стратегічного
планування та управління в цілому в умовах кризи.
Ключові слова: стратегічне планування, стратег-
ічне управління, криза, індикативне планування, сце-
нарне планування, політика дирижизму.
Снитко Е. А., Лобачев В. К. Особенности стра-
тегического планирования в условиях кризиса
Рассмотрены особенности стратегического пла-
нирования в условиях кризиса, в частности на пред-
приятиях Украины. Предложены рекомендации для
руководителей украинских предприятий, по осуществ-
лению стратегического планирования и управления в
условиях кризиса.
Ключевые слова: стратегическое планирование,
стратегическое управление, кризис, индикативное
планирование, политика дирижизма.
Received by the editors: 19.09.2010
and final form in 01.12.2010
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