Escaping Economic Crisis

Introduction

With the economic crisis and the high uncertainty of the external economic environment, it is impossible to do without a strategic plan, which forms the strategic course of development of the Russian energy sector. Creating energy strategy - is the maximum account of new trends in the development of economy and energy, the emergence of new technologies.

It is important to consider what is the concept of strategic planning as an economic enterprise management, as well as strategic planning in the Russian energy sector.

1. Strategic planning

Experience has shown that organizations planning their activities to function more successfully than the organization, its activities are planned. In an organization that uses planning, marked increase in the ratio of profit to sales volume, expansion of services, improved job satisfaction of professionals and workers.

Planning - one of the economic methods of management, acting as the primary means of the use of economic laws in the process of management. Planning is used for the preparation of decision-making.

Market, affecting the company's activity, requires not just planning, and strategic planning, which involves the production and implementation of the strategy in relation to the market to competitors, to the buyers.

A strategy is a set of rules that guide the organization in making management decisions. However, the strategy is considered as a general comprehensive plan designed to ensure the implementation of the mission and goals of the organization.

The theory of strategic planning was developed in the 60s. It was the beginning of a new stage of development of the theory of management and planning.

Strategic planning, which replaced the long-term planning is different from it. The main difference - in the interpretation of the future. In a long term planning assumption is that the future can be predicted from the present trends of growth. The leaders of organizations are usually based on the fact that in the long term results of improve. Therefore, when planning are set optimistic goals.

The system of strategic planning is not an assumption that the future will be better than the past and that it can be studied by projecting current trends in the subsequent periods. Therefore, in the strategic planning of the important place given to the analysis of prospects for the organization being investigated trends, dangers, opportunities that could alter the established and existing in the current trend.

Another difference is that the strategy - is not the time indicator, the direction of development. The strategy includes the entire set of global ideas of the firm, and not just focus on a particular period.

Planning Strategy sets the overall direction, following which provides growth and aspiration positions of the organization.

The basic principle of strategic planning - adaptability, implying that there is an alternative plan and strategy, which moves the organization. It is a reaction to the organization of the changes taking place in its external environment.

The main challenge in strategic planning - adapting the organization to the external environment. A necessary condition for successful action to adapt the organization to the external environment is a clear knowledge of the situation, opportunities and dangers that lurk in it. The goals of the organization is not possible without also concentrate resources and efforts on the most critical areas, without an effective internal coordination. For this to be clear about the situation within the organization, se strengths and weaknesses and the active forces.

In the analysis of the external environment, first of all, pay attention to the changes that may affect the business strategy of the organization, as well as factors that, on the one hand, there may be a serious risk to the organization, and the other - open additional opportunities for her. Usually examines the economic, technological, competitive, market, social, political, and international factors.

Thus with the help of special factors determined the relative importance of factors.

After spending, the analysis of the external environment, and receiving data on the factors that are dangerous or open up new opportunities, guidance goes on to analyze the internal environment. This analysis allows us to evaluate whether the company's internal strength to take advantage of opportunities, and what internal weakness may complicate future problems associated with external dangers. The analysis is based on a survey of management the following functional areas;

* Marketing;

* Finance (Accounting);

* Production;

* The staff;

* Organizational culture and image of the organization, a result, management identifies the areas that require immediate attention, and those which can guide the formulation and implementation of the strategy of the organization.

After assessing the risks and opportunities of the organization with the help of methods of strategic analysis formulates various options strategies, identifies the relative position of each alternative course of action. Then choose the best strategy depending on the mission and goals of the company, prospects, internal culture of environmental factors, the acceptable level of risk and develop a final version of the strategic plan of the company.

On the basis of the strategic plan and the results of the mid-term plan developed annual operating plans and projects.

At the end of the prerequisites for the formation of new programs planned on the basis of what the organization has achieved in the implementation of plans and what - no.

2. Energy Strategy 2030

The determination of the Government to approve the basic strategic document for the development of key sectors of the Russian economy in crisis and the high uncertainty of the external economic environment shows that the country is changing not only the attitude, but also the approach to strategic planning.

First, formed an understanding that strategy and outlook - it's not the same thing. In fact, the strategy sets the course of long-term development of the energy sector, independent of the wide-field predictions of long-term changes in external and internal conditions. The strategy does not come from the adaptation of the Russian energy sector to external conditions, and the target model of its future development, which is based on a stable (invariant) a system of phased target indicators of development.

Secondly, the experience of the previous Energy Strategy (ES-2020) showed that at times the most important changes in the external parameters of the Russian energy sector (with the years of the ES-2020 (2003-2008), the world price of oil has risen from 27 to 94 dollars U.S. per barrel, more than 4 times differed from the targets laid down in the Strategy), the parameters of the actual energy sector changed only by 5-7%.

Moreover, the crisis of 2008-2009. regained most of the parameters of energy development on calculated indicators ES-2020, demonstrating the stability and persistence of high production parameters over large time frames of Energy with respect to the volatile external environment, as well as sufficient justification forecasts for the country's energy sector, carried out in the ES- 2020.

Thus, the Russian energy sector has a fairly high potential for internal stability and inertia, which allows us to form a strategic course of its development on the basis of the targets, not the ever-changing weather internal and external conditions.

In this regard, it should be emphasized that the formation of a new energy strategy is not related to poor quality or is not realizable basic parameters of ES-2020. This time requirement and a necessary condition for strategic planning in the energy sector, recorded in the implementation of the ES-2020, suggesting prolongation of the Energy Strategy every five years for a maximum consideration of new trends in the economy and energy, new technologies and the challenges of the time to the development of the energy sector of the country.

It should also say a few words about the status of the ES-2030 as a document because it is a lot of questions related to a lack of understanding of the Strategy in place a system of strategic documents of the country. Strategy - the document does not direct it - paper documents. It can not and should not replace the program (general scheme of development of industries and regions, the investment program of industries and energy companies), it sets the priorities and guidelines, which must be agreed program.

It is not important, what is not in the Strategy and what it is. You can not consider ES-2030 as a simple set of specific projects, technology companies in the state support, which can be used to lobby for particular issues of energy development. This distorts the very essence of the strategy as a document. The strategy was, if after its adoption can not act as if it does not exist.

Understanding this makes it absolutely necessary to adopt the Energy Strategy is today and it is in a crisis, as it is right on time and the chosen route of the strategic development of the country's energy will not only improve the condition of the Russian energy sector, but also to influence the external environment for development of energy, to build its energy future, based on the target benchmarks of energy development, not changeable forecasts.

Designing long-term development of Russian power

Estimation of levels of demand for electricity in view of energy conservation measures and management of energy consumption and the load;

Creation and maintenance of databases on the current state and prospective development of Russia's energy as a whole, as well as regional power;

Formation of long-term energy balance of power plants in conjunction with the fuel and energy balance of the country;

Justification of facilities and distribution of power generators and power grid facilities in the market.

Created by:

Schemes external power supply to consumers: industrial facilities, pipelines, gas pipelines, railways and major cities;

Circuits of power plants;

Assessing the impact of power generation facilities on the environment;

Predicting rates the wholesale market, the generation and transmission tariffs;

Justification directions and development patterns of interaction UES of Russia with the energy and power systems of the CIS countries, Europe and Asia;

Creating a methodical and normative materials on the future development of electrical power systems and networks;

Consulting services in the field of long-term development of the electricity industry;

Coordination and guidance of scientific-research and design work of other organizations.

3. Examples of strategies of energy companies

The strategy of "Lenenergo"

Modernization of the technical base and increase the investment attractiveness of the company on the positive dynamics of its market capitalization. The most efficient system management and high professionalism, "Lenenergo" aimed at achieving the common goals of the company and the state as a whole.

The strategy of "SUEK" (Siberian Coal Energy Company).

We ensure maximum reliability of energy supplies for our customers.

We are in continuous optimization of operations and costs, understand and effectively use the key value drivers of the company.

We create and implement innovative technologies in manufacturing, coal preparation, coal chemistry, as well as in power generation.

We move most advanced foreign technology, management practices and principles of business conduct in the Russian business environment.

We are actively involved in the development of such important regions such as Siberia and the Russian Far East, including the development of the coal fields, the construction of new energy and teplomoschnostey, infrastructure, jobs and tax revenues.

Together with the state and the industrial community we make forward-looking ideas and share our expert opinion in discussions aimed at creating a market environment in the coal and electricity.

We are constantly producing identification and monitoring of significant trends and risks in the global energy sector and the economy, we try to respond adequately to the challenges of the global economic crisis.

We monitor the quality of our products and are constantly improving our standards of quality.

The development of our strategy is not a one-time event but an ongoing process research, evaluation and approval of adequate current reality of effective business decisions.

We hope that the implementation of the adopted strategy will SUEK over the next decade to further strengthen its position among the world's leading energy companies, causing a steady interest in and respect for the professional and the investment community.

Conclusion

We have discussed the strategic planning model.

Overall planning - it's a vicious cycle with direct connection (development strategy - implementation and control) and feedback (records of the results of performance - clarification plan).

Strategic planning is an organic part of the organization, an essential factor for the company's existence. It forms the basis for selection of the management structure, staffing, determines the style of leadership and sets the standards for control. Strategic planning is only useful if it is implemented with the management of the organization when the organization is aligning its actions with its plans and allocate the necessary resources to implement them. In other words, the organization must be developed a clear program of action and has arranged the actual process of implementation of the plan. On the basis of strategic planning is the connection between the current state of the organization and the fact that she wants to achieve in the future.