Creation of the development strategy in enterprise based on dynamic SPACE-analysis
Keywords:strategic diagnosis, portfolio analysis, dynamic SPACE-analysis, basic traєktorii, S-vector matrix of strategic decisions, the energy holding
Development strategy of using modern portfolio theory focused on the short term. However, macroeconomic uncertainty and geopolitical environment makes their use ineffective. And challenge is to provide a reasonable balance between the short and long term profitability. Another issue, which is to some extent related to the previous observation is the absence in most matrices strategic recommendations for non-standard "behavior" of business units with dynamic analysis. This applies to the use of a relatively new tool matrix approach to development strategies the company and its strategic business units - SPACE-analysis that also takes into account not forecasts of changes in the environment impact on the company.
The aim of this paper is to develop methods of portfolio analysis on the basis of SPACE-dynamic analysis and formation of the list of possible strategic initiatives for definite basic trajectories of its strategic business units energy holding DTEK.
Methods. SPACE-analysis, analytic hierarchy process (ANP), expert analysis.
Results. The authors proposed a methodological approach to the implementation of dynamic SPACE-analysis company. The technique involves a strategic segmentation of the company, the formation of an expert group to assess reliable energy holding the current forecast period and on four aspects of SPACE-analysis. Also, using the analytic hierarchy determined by weighting the partial evaluation criteria. Methodology offers a "weighting" expert estimates within a particular group of partial criteria: sectors to "competitive advantage" and "stability branch" scale ratings is positive. The next phase involves the construction of vectors for the current and projected state holding that can be placed in one of four quadrants. Each quadrant has 4 basic strategic trajectory states, they can also be interpreted as a strategic gaps. In other words diagnosis of trajectories allows to identify and evaluate strategic gaps company or its individual business units according to specific criteria and receive partial numerical values of generalized gaps on key evaluation criteria.Conclusions. The authors matrix formed strategic decisions SPACE-dynamic analysis. The article graphically interpreted SPACE-analysis for the energy holding in three strategic business units. The study offers an integrated approach to the definition of policy recommendations for each strategic unit based on an analysis of superposition defined basic trajectories. S-trajectory or S-vectors can be represented as the sum of two vectors (vectors base paths): numbers and appropriate call intensity factors relevant basic trajectories since their values determine the degree of contribution of each of these basic paths in the integrated S-vector is a vector strategic set of strategic business units to achieve strategic objectives, transfered into numerical form by partial criteria by expert predictive testing. These coefficients also make it possible to calculate the value of integrated strategic gaps generalized criteria.
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