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Analysis of a mission, purposes and tasks of the company

At this stage are formed and the purposes of the company are in details analyzed; it is analyzed as far as the purposes correspond to criteria of measurability, flexibility, consistency, concreteness, etc. Specific objectives, expectations are formulated, the in- tra organizational relationship is built up; the business philosophy, the principles and motivation of management is defined.

Such tools as the analysis of a mission are used to carrying out such type of the analysis and the organizations are more whole, SMART analysis is more whole, and also a value chain method.

The chain of value is the tool of the strategic analysis offered by Michael Porter for identification of sources of competitive advantage by means of the analysis of separate kinds of activity of the company. According to a method, value for the company is created by strategically important kinds of activity which use initial materials, human resources and technologies for performance of the tasks. At the same time each business process makes the contribution to the final value of a product for the buyer. Thus, for creation of a chain of value it is necessary to allocate business processes and to estimate their contribution to the general value of goods that can be made in the expert way [70, 71]. Such type of the analysis allows to reveal less effective business processes and or to increase their efficiency, or if it is possible, to exclude them from production (reorganization of a chain of value).

Analysis of the external environment

The second component of the strategic analysis is the detailed research of the environment in which the company functions and which includes various elements (political, technological, social, economic, etc.). The external environment at the present stage of development has the dynamic and quickly changing character that causes need of constant improvement of methods of her analysis.

In an external environment allocate two interconnected environments: micro and macro-environments of the enterprise.

The microenvironment is a branch Wednesday or Wednesday of direct interaction, that is that situation in which the company functions. She represents difficult system of material, financial, information and public relations of the company. At the same time the microenvironment is specific to each concrete company [37]. The microenvironment exerts direct and significant impact on the company which, in turn, can also influence the nature of this interaction [38].

In a branch environment as microenvironment suppliers of raw materials, buyers of production of the enterprise, competitors and resellers usually were considered. However in process of evolution of strategic management which is at the moment focused not only on a research of consumers and competitors, and on all interested parties the structure of a branch environment has considerably extended. At the present stage of development of society and economy the microenvironment includes all interested parties (stakeholders) which directly influence or are under direct influence of primary activity of the company, are shareholders, suppliers, consumers, the local organizations, competitors, trade and marketing intermediaries, creditors, labor unions, public authorities, financial credit institutions, insurance companies and other organizations.

The large number of the parties interested in activity of the enterprise creates need of carrying out the detailed strategic analysis of influence of each of them.

On the present the analysis of a microenvironment of the enterprises is carried out mainly by means of the analysis of five competitive forces of M. Porter and a method of SWOT analysis [90].

Macro-environment of the enterprise represents system of the global factors of the external environment which are indirectly influencing her activity and development. The company, in turn, can't influence somehow these factors or to control them [10]. However dynamics of a micro-environment can depend on the choice of strategy of the company directly. Macro-environment is almost identical for all companies functioning in her and includes the natural, demographic, scientific and technical, economic, ecological, political and international environment. Refer state of the economy, scientific and technical progress, policy to factors of indirect influence, welfare, and also a factor of the international relation [38].

The analysis of a Macro-environment of the company has the saved-up practice of use of various tools, including methods of the matrix analysis (partially SWOT analysis, PEST analysis, etc.), methods of scenarios [16] and others.

Besides, there are methods which currently are widely not widespread, but have the essential potential of application, for example, of event - the analysis (the event analysis). Today on activity of the companies, including a mining complex, exert considerable impact not only certain factors. In the conditions of an unstable political and economic situation in Russia and the world, and also in connection with close interdependence of large mining companies, huge impact on functioning of the companies is exerted by various taking place events which analysis currently isn't made by the companies fully.

The Event-analysis is an analysis of the events given about stories that is about time and circumstances of their approach in borders of the observed period of time, and about these events, identification of interrelations between them for drawing up further forecasts [19].

Experience of the foreign companies shows that carrying out the detailed strategic analysis requires use of a method of the event-analysis which description became at the moment rather frequent to meet in scientific literature. This type of the analysis is widely applied in political science, the theory of the international relations, sociology, etc. However activity of any company proceeds in the conditions of dependence on social and economic, political, international processes that causes need of application of the event-analysis when carrying out the complex strategic analysis [19]. In an economic context the event-analysis means monitoring and the analysis of events which changes in external or internal environment of the enterprise, and construction on the basis of this information of expected scenarios for future development of the company will follow [94].

The first stage of carrying out the event-analysis is drawing up the information massif (or a databank). For this purpose it is necessary to decide on sources for collection of information as which there can be official reports, messages, reviews of news, statistics of various incidents, etc. But all these sources have to be attracted taking into account their specifics, the general assessment of reliability and at the corresponding logical justification of the importance [19]. Then the sequence of events is built, interrelations between them are defined and reactions of the market to them are analyzed.

 
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