MECHANISMS FOR THE IMPLEMENTATION OF STRATEGIES
The main task for the professional educational organizations in developing strategies to detect the sources of crises and suggest methods to overcome it promptly. Depending on the strategic position is most appropriate to apply the implementation mechanisms for the strategy are shown in table 8.
Table 8. Mechanisms for the implementation of the strategy
| Strategic position | Mechanisms for the implementation of the strategy |
| The leading position | Creation of the industrial complexes of continuing education. Deepening unique key competencies. Focus on securing the interests of the organization. An increase in market share. Concentration of resources on the products that provide the greatest competitive advantage. Expanding the range of services. price war with competitors. The development of new market segments. Brand promotion by excellent image and transparency. The strategy of preemptive strikes, consisting in actions to preserve competitive position in the market. |
| Competitive position | Saving core competencies . The need to fend off the threats associated with the loss of funding. Search of financial resources. The development of distribution networks ( developed network of representative offices , long-term contracts ) . Accumulation of additional financial resources to enhance the market potential . Expansion and / or adjustment of offered services . Investment in improving the quality of services. Reduction of costs. Measures for the protection and preservation of competitive advantage . |
| The conservative position | Focus on customers to better meet their needs, interests and requests. The strategy of differentiation (specialization), the organization striving for uniqueness in any aspect that is considered important to many customers. The development of competencies that can improve competitiveness. Adjustment of the services offered with a view to their reduction and concentration on those services, in which the organization more competent. Focus on the management of the flow of payments. Extra protection competitive products. Development of new products. Trying to penetrate the more attractive markets. Reducing the cost while increasing service quality. |
| Defensive position | Using synergies from vertical integration (association with the Institute, has significant cash resources, continuing education). Inventory unpromising competencies and denial of them. Failure of the educational institution from an open call competitors in pricing and advertising battle. special attention to the mechanisms of countering threats, aggressive cost reduction. Construction of a clear strategic plan. Development of alternative future scenarios. Strategy for Recovery or reversal (for example, focus on retraining, re in the business center). Restructuring of independent structural units. Failure to long-term view of the educational service for the benefit of maximizing income in the short term. Strategy capture unoccupied spaces. Elimination Strategy. |
Table 8 shows the mechanisms for the implementation of the strategy is both basic and approximate. Strategy for survival or development of the educational organization needs to choose for herself based on the SPACE-analysis, or expert estimates.
6. ANALYSIS OF STRATEGIC POSITION OF "LEBEDYANSKY TRADE AND ECONOMIC COLLEGE»
Regional state budgetary vocational educational institution "Lebedyansky trade and economic College»" is a professional educational organization. Founder – the Department of education and science of the Lipetsk region. The location of the College 399610, Lipetsk region, the city Lebedyan, str. Lenina, d. 32. The Web site of educational institution – www.ltet.ru.
The history of educational organization started in 1944, when in the city of Lebedyan were established fruit and vegetable school. Training of specialists was carried out in three specialties: technologist for processing fruits and vegetables, technician merchandiser, accountant.
During its existence the College was several times renamed, called fruit and vegetable, College of Soviet trade, commercial. At all stages of existence the College provides high quality training.
The mission of the College "meeting the needs of enterprises, organizations and population of the Central Federal district of the Russian Federation in the provision of high level educational services due to the increase of intellectual level of College knowledge that has a practical orientation in management, economy, law, trade, development of material-technical base and effective use of the opportunities of the region with its modern enterprises."
The school has a modern material and technical base. Everything is computerized working places of the employees.
Formed a highly qualified team of teachers.
Educational activity is carried out in the following specialties:
– «The right to social security and organization».
– «Commodity and examination of the quality of consumer goods».
– «Examination of the quality of consumer goods».
– «Commodity (for similar goods groups)».
– «Banking».
– «Land and property relations».
– «Economics and accounting (by industry)».
– «Operating activities in logistics».
– «Law enforcement».
To assess the competitiveness of professional educational institutions conducted SPACE analysis for the period August 2016.
Assessment of indicators of competitive advantage in table 9.
Table 9. Assessment of indicators of competitive advantage
| Determinants of competitive advantages | Scale scores | ||||||||
| The share of the education market | Small | 1 | 2 | Large | |||||
| The quality of training | Bad | 4 | Excellent | ||||||
| Stage in the life cycle of the specialty | Late | 3 | Early | ||||||
| The replacement cycle of the product (specialty) | AC | 5 | Fixed | ||||||
| Commitment to consumers | Low | 5 | High | ||||||
| The use of the material base of competitors | Minimum | 3 | Maximum | ||||||
| Pedagogical know-how | Not implemented | 1 | Implemented | ||||||
| Degree of vertical integration | Low | 0 | High | ||||||
| The presence of the bases of practice | No | 1 | There | ||||||
| Participation in educational experiments | Little | 1 | A lot | ||||||
| CA (competitive advantages) 24: 10 – 6 =-3,6 |
The share of the education market is small, each year the College produces about specialists. No contracts with large enterprises on the preparation of students.
The quality of training is good, as confirmed by the results of inspections of the founder of the Lipetsk Department of education and science. The results of the state final certification in the last 3 years below those of other professional educational organizations of the region. Almost all graduates are employed, the proportion who did not find employment within the first year is 4%.
Stage in the life cycle of the specialty – maturity, are presented specialties are in demand. The education market at this stage, highly segmented, educational organization satisfies all the possible needs. The main objective of the College at this stage is to maintain and to expand its market share and achieve sustainable advantage over direct competitors.
The replacement cycle of the product is fixed, new specialties currently not entered.
The College has a high commitment consumers, influenced by such factors as small amount of the population in Lebedyan.
Pedagogical know-how, virtually not implemented.
College is not integrated with schools and universities.
Evaluation of the stability of the situation (environment) for the educational organization "Lebedyansky trade and economic College» is given in table 10.
Table 10. The stability of the situation
| The parameters that determine the stability of the situation | Scale scores | ||||||||
| The change in the regulatory framework | A lot | 1 | Little | ||||||
| The variability of demand | Large | 1 | Small | ||||||
| The range of prices for competing products | Large | 1 | Small | ||||||
| A number of barriers to market entry | Little | 5 | A lot | ||||||
| The level of competition | Strong | 1 | Weak | ||||||
| The elasticity of demand | Elastic | 2 | Inelastic | ||||||
| SE (stability of the environment ) 11:6 = 1, 7 – 6 = - 4,3 |
The parameters that determine the stability of the situation, the following.
The change in the regulatory framework: a large, the introduction of new Federal educational standards, the multiplicity of innovations in the field of legislation.
The variability of demand.
The range of prices for competing products, in the city of Lipetsk, a large number of educational institutions offering a large selection of different specialties at different prices.
Barriers (constraints) to enter the market — many, this includes the licenses and state accreditation of professional educational organizations, qualifications of teachers, etc.
Competition level — the level of competition in the field of education.
The elasticity of demand for price — elastic.
Evaluation of the financial position of the College in table 11.
Table 11. Assessment of the financial situation of the organization
| The parameters that determine the financial position of professional educational organizations | Scale scores | ||||||||
| Return on invested capital | Low | 4 | High | ||||||
| Financial leverage | Unbalanced | 5 | Balanced | ||||||
| The degree of satisfaction of the capital requirement | Low | 2 | High | ||||||
| The flow of payments to educational organizations | Weak | 3 | Strong | ||||||
| Distribution system (well-developed network of offices, long-term contracts, etc.) | Ineffective | 2 | Effective | ||||||
| The ability to attract the necessary capital in a short time if necessary | Low | 2 | High | ||||||
| The number of communications with funders the development of the educational organization | Little | 2 | A lot | ||||||
| FP (financial position) 20 : 7 = 2,9 |
Financial position:
Return on invested capital is high.
Financial leverage-balanced. The organization had a number of borrowings, but their turnover is high.
The degree of satisfaction of capital requirements low, the educational process will require more funding.
The flow of payments to educational organizations is small, the organization earns little of its own funds, fixed and current assets is a budget allocation, they are the founder of the Department of education and science of the Lipetsk region.
The distribution system is inefficient, concluded a few long-term contracts to further training in institutions of higher education, has no branches and representative offices.
There is a small number of links with funders the development of the educational organization.
Evaluation of the indicators determining the level of scientific-methodical, material, technical, staffing, quality of education is shown in table 12.
Table 12. The parameters that determine the quality level of education
| The parameters that determine the quality level of education | Scale scores | ||||||||
| The quality of normative-legal regulation of activity of educational institutions | Low | 5 | High | ||||||
| The quality of the educational process | Low | 3 | High | ||||||
| Support of the educational process with textbooks, licensed software | Insufficient | 1 | Sufficient | ||||||
| Staffing of the educational process | Insufficient | 4 | Sufficient | ||||||
| Admission, transfer, deductions, exclusion of students | Broken | 4 | Observed | ||||||
| Quality assurance of the educational process of educational-methodical documentation, the relevant legal requirements | Low | 3 | High | ||||||
| Information transparency | Low | 4 | High | ||||||
| The order of organization and holding of state (final) attestation | Not observed | 3 | Observed | ||||||
| The quality of completing, storage, accounting and issuance of state documents | Low | 3 | High | ||||||
| The quality of organizing and conducting the self-study | Low | 4 | High | ||||||
| The level of quality management system | Low | 1 | High | ||||||
| QE (quality education) 35 :11 = 3,2 |
The level of quality of education was evaluated based on the scheduled site inspection conducted by the Department of supervision and control of the founder of the Department of education and science of the Lipetsk region in June 2016.
The quality of normative-legal regulation of activity of educational institutions is high, which is confirmed by regular inspections of the founder.
The quality of the educational process secondary identified a number of deficiencies in the course of routine field inspection of the Department of supervision and control, held in June 2016
Support of the educational process with textbooks, licensed software is low.
Staffing of the educational process is good, 70% of teachers have the highest qualification category.
Admission, transfer, deductions, exclusion of students is not violated.
Quality assurance of the educational process instructional documents medium.
Information openness is high, an official site of educational institution, the parents of the students are regularly informed about the progress of the educational process.
The order of organization and holding of state (final) certification at the secondary level, identified a number of shortcomings in the execution of final qualifying works.
The quality of work with documents is high.
The quality of organizing and conducting the self-evaluation is good.
The quality management system at the College is presented by separate elements as a whole.
After receiving evaluations, the key criteria for building a vector of the recommended development strategy «Lebedyansky trade and economic College» in the coordinate system SPACE .
CA (competitive advantages) 24: 10 – 6 =-3,6
SE (stability of the environment ) 11:6 = 1, 7 – 6 = - 4,3
FP (financial position) 20 : 7 = 2,9
QE (quality education) 35 :11 = 3,2
The largest base of the trapezoid, shown in figure 3, is formed by the axes of the CA (competitive advantages) and SE (stability of the environment ). This means that the study of educational organization took a defensive position.
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Figure 3. Defensive position "Lebedyansky trade and economic College"
Defensive position means an adverse period in the life of a professional educational organization from which to seek solutions to problems. The behavior of professional organizations are in a defensive position, is the behavior of the defender, the desire to highlight the narrow scope of their interests and to protect her Professional educational organization «Lebedyansky trade and economic College» operates in an attractive industry, but it lacks the financial resources. Educational services are of low competitiveness. Actions aimed at preventing threats. There is excessive centralization of management. The proposed development strategy:
Parry threats.
The search for extra-budgetary funding sources.
Reorganization.
Diversification is the expanding demand for the types and levels of educational services.
The motto of each team of professional educational organizations should be a call to "think strategically, act specifically." Implementation of the strategy is the daily work of teachers, and the strategy only determines the path where you want to go. To succeed in the market environment the management of professional educational organizations must be strategic thinking, to have vision, to look at the competitive nature of the educational continuum.
References
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2. Pomakov V. N., Maksimov M. M., Malyshev N. And. Strategic management: a workshop. — M: University textbook, 2006. — 187 p/
3. Bezuglova, I. G. Key competencies as the basis for sustainable competitive advantage of educational organizations. — http://nsportal.ru/sites/default/files/2016/02/05/klyuchevye_kompetentsii_statya.doc.
4. Molochnikov N. R., Reutova I. V., Labovsky T. A. the Competitiveness of educational institutions: key factors of success // Success of modern science. — 2004. — No. 8. — pp. 134-135.
5. Reshetko, N. I. Key success factors in the system of competitiveness of the modern educational institutions // Economics and modern management: theory and practice. — 2014 — no 13. — pp. 34-38.
6. Reshetko, N. I. Structural determinants of competition on the modern market of educational services // Economics and modern management: theory and practice. — 2014. — No. 33. — p. 12-18.
7. Federal law "On education in Russian Federation". — M.: Omega-L, 2014. — 134 p.