Zhiyembayeva Gulmira

Caspian State University of Technologies and Engineering named after Sh.Yessenov

Development process and implementation of the strategy management analysis of big companies

Dynamic process of strategic planning is that umbrella under which all administrative functions take cover. Without using advantage of strategic planning, the organizations as a whole and certain people will be deprived accurate way of an assessment of the purpose or direction of the corporate enterprise. Process of strategic planning provides a basis for management of members of the organization.

Strategic planning represents a set of actions and the decisions undertaken by the management which conduct to development of the specific strategy, intended to help the organization to achieve the objects.

According to Peter Loranzhu, process of strategic planning is the tool helping in adoptions of administrative decisions. Its task – to provide innovations and changes in the organization sufficiently. More precisely, he sees four main types of administrative activity within process of strategic planning. Them treat: raspredelny resources, adaptation to environment, internal coordination and organizational strategic anticipation. [1]

Process of development and realization of strategy consists of five tasks.

1) Formations of strategic vision of the future of the company: in other words, definition of long-term prospect of development, the formulation of next image of the company also is more whole than the organization.

2) statement is more whole: transfer of strategic vision to the practical plane.

3) Development of strategy.

4) Strategy realization.

5) Assessment of results and correction of strategic vision, the global purposes, strategy and its realization taking into account the gained experience, the changed conditions, emergence of new ideas and opportunities. [2]

The administrative analysis is a process of the complex analysis of internal resources and the enterprise opportunities, directed on an assessment of current state of business, its strong and weaknesses, identification of strategic problems. Ultimate goal of the administrative analysis is providing information to managers and other interested persons for adoption of adequate strategic decisions, a choice of strategy which will correspond most to the enterprise future. Division of the strategic analysis into two parts (the analysis of environment and the administrative analysis) is connected with that different services of the enterprise have to be responsible for their carrying out. If the analysis of environment is marketing function, carrying out the administrative analysis strictly isn't assigned to functional services of the enterprise. [3]

Allocate two directions of the administrative analysis:

1 . determination of capacity of the organization;

2 . assessment of its competitiveness.

There is a set of sources strong and weaknesses of activity of the enterprise. It is possible to refer serious and obvious consumer preferences, possibility of economy to number of strengths at scales. Weakness of the enterprise are, serious dependence on domestic market of volume of direct sales, and as inability to satisfy requirements of new segments of the market, etc. [4]

One of the largest companies of the Republic of Kazakhstan is JSC Oil Company KazMunaiGas (further – KazMunaiGas, KMG or the Company). KMG – the highly effective and competitive integrated oil and gas company conforming to the royal standards of safety of a production activity.

Strategy of development of the companies for 2012-2022, KMG approved by Board of directors on December 10, 2012, establishes quantitative and quality indicators of strategic stability and economic efficiency of activity of KMG, determines the development directions by KMG primary activities:

• investigation and oil and gas production;

• oil transportation;

• transportation and gas marketing;

• oil refining, petrochemistry and marketing of oil and oil products;

• service and innovative and technological sector;

• control system improvement.

Ensuring the maximum benefits for the Republic of Kazakhstan from participation in development of national oil and gas branch:

• increase in long-term cost of the Company, profitability increase, production safety;

• formation as the integrated oil and gas company competitive in the international market;

• social and responsible business, support of domestic suppliers of goods, works and services, development of local shots. [5] ]

Because of accurate put to strategy of the companies we can see the following indicators:

Table-1

Indicators	Production (th.tons)	Export (th.tons)	Total revenue (bln. KZT)	Operating profit (bln. KZT)	Profit for the year (bln. KZT)	Capex (bln. KZT)
2008	11954	7008	604,99	307,83	241,28	41,89
2009	11497	6946	485,49	154,89	209,73	43,33
2010	13285	6860	609,24	186,75	234,50	86,68
2011	12341	5758	721,19	164,01	208,93	104,98
2012	12191	6078	797,17	226,51	160,82	108,11

Coming to a conclusion when developing strategy of the organization managers have to investigate not only environment, but also a situation in the organization. It is necessary to identify those internal changes which can be considered as strong and weaknesses of the enterprise, to estimate their importance and to establish what of them can become a basis of competitive advantages. The administrative analysis of activity of the enterprise is for this purpose carried out. [6]

In order that strategy was successful, it is necessary to coordinate it to opportunities of the market and environment threats closely. The developer of strategy should study constantly to new receptions and methods of competitive fight in the branch. There are four main ways for management of process of formation of strategy in the organization the main strategic approach when the general manager himself acts as the architect of strategy; approach "delegation of powers"; joint approach and initiative approach. All approaches have strong and weaknesses and can lead to success or a failure. It depends on that, how well there is a management of this or that approach, from skill at selection of strategy and from judgments of the people involved in process.

List of references

1 . M. H. Maskon. Management bases. Per with English - Moscow 1994-702 pages.

2 . V. N. Glumakov, M. M. Maksimtsev, N. I. Malyshev. Strategic management: Practical work. - M.: High school textbook, 2006-187 pages.

3 . V. D. Markova, S. A. Kuznetsov. Strategic management: Course of lectures. - M.: INFRA-M; Novosibirsk: Sib. Agreement, 2000-288 pages.

4 . O. S. Vikhansky. Strategic management: Textbook. - 2nd prod. reslave. And additional - M.: Gardarika, 1999-296 pages.

5 . http://www.kmg.kz/investors/for_investors/

6 . www.izvestia.kz