The author provides theoretical and methodological features of applied strategic analysis as a current instrument of balanced scorecard comprehensive evaluation of the economic activity of the business. The balanced scorecard concept, which outlines a collection of studied indicators and an analysis sequence, has been further developed into the applied strategic analysis concept. The following are the key goals of applied strategic analysis: comparative examination of balanced scorecard data, diagnostics of balanced scorecard data divergence, and balanced scorecard data forecasting. All of the goals are intertwined, as each new difficulty is a result of the preceding one. The deduction principle, which governs the application of strategic analysis, is defined as a study of generic balanced scorecard indicators, followed by specialised indicators. The following are the most common strategic analysis applications: financial data analysis, customer data analysis, internal business process data analysis, and personnel training and development data analysis. The findings can be applied to the creation of long-, medium-, and short-term managerial decisions in the realm of economic organisation activity. Methods of absolute, relative, and average values, comparison, grouping, graphical and tabular methods, correlation-regression analysis, factoring analysis, cluster analysis, and expert evaluation method are among the methodical instruments of applied strategic analysis. The conclusion is that applied strategic analysis is a novel and sufficient tool for researching strategic aspects of an organization’s economic activity and forming an analytical support for strategic management in today’s economic climate.
Sergey Ivanovich Krylov
Academic Department of Accounting, Analysis and Audit, Ural Federal University, Yekaterinburg, Russia.
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