Strategic analysis in company management. Strategic analysis of the enterprise on the example of LLC "construction management". Strategic analysis of the external environment

15.11.2019

The means of transforming the data obtained in the process of analyzing the environment into a plan for the organization's strategy is strategic analysis. His tools are quantitative methods, formal models and the study of the specifics of this organization. Typically, strategic analysis goes through two stages - a comparative one, when the gap between the organization's goals and real opportunities is analyzed, and identifying strategic alternatives, when possible options development of this organization. This is followed by the final stage of strategy development, the selection of the most appropriate option and the preparation of a strategic plan.

The first way of analysis

Analyzing the gap is quite simple, and it is effective method in management, when the first stage of strategic analysis is carried out. Its purpose is to determine the gap between the desires of the organization and its capabilities, and if such a gap exists, it is necessary to search for the most effective filling of it. Strategic Analysis requires a certain algorithm in the study of such a gap.

First you need to identify the main interest of the company, which is expressed in terms strategic planning. Increasing sales, for example. Further, real opportunities are clarified, a strategic analysis of the environment is carried out and the future state of the organization is projected, for example, in five years. It is necessary to define specific indicators in the strategic plan that would correspond to the main interests of the company. Then the difference between the identified indicators and the possibilities dictated by the real state of affairs is established. And, finally, special programs are being developed that contain ways to fill this gap.

The second way of analysis

The second way to conduct a gap analysis involves determining the difference between extremely modest forecasts and the highest expectations. If, for example, management expects a twenty percent real rate of return on their capital invested, and research shows that the real rate is a maximum of fifteen percent, then a detailed discussion of fundraising and the necessary measures to fill that five percent gap is needed.

You can fill it in in different ways. It can be an increase in productivity to achieve the desired twenty percent, or the abandonment of ambition and satisfaction with fifteen. The last one is definitely a joke. But in any case, a strategic analysis of the organization will certainly make it necessary to find the right way to fill the existing gap between the desired and one's own capabilities.

classic model

One of the most powerful models of strategic analysis of an organization appeared back in 1926, when the dynamics of costs were already being studied and the experience curve was looming. In this method, the definition of a strategy and the achievement of an advantage through minimal costs are associated. How did the costs decrease if the volume of production increased? This was due to a number of specific factors. A deep internal strategic analysis of each of them was carried out. First of all, costs were reduced due to the expansion of production, in which new technologies almost always appear that give such an advantage. In parallel - the choice of the most effective way of organizing production and training of personnel with the transfer of such experience. In this way, the organization achieves economies of scale.

The experience curve is applied mainly in the field of material production. Accordingly, the purpose of strategic analysis is to identify the main direction of the organization's strategy. Usually it is the capture of as much market share as possible, because only the largest of the competitors have the opportunity to achieve the lowest costs, and therefore the highest profits. But the reduction in costs may not be associated solely with an increase in production. It is much more important to have high-tech equipment, which is designed for absolutely any production scale, including a very small one. Today, for example, modular equipment or computerization has penetrated literally everywhere, and this cannot but provide high performance. The main thing is to have opportunities for maneuvering, for quick restructuring in order to solve the most diverse and most specific tasks. This model, of course, eventually revealed shortcomings. The main one is the one that provides for taking into account only a single internal problem of the organization, and the strategic analysis of the external environment is not carried out at all (that is, the needs of customers are ignored, for example).

Market and life cycle

Strategic planning and strategic analysis cannot do without an analysis of market dynamics, for which it is necessary to apply a well-known model, which repeats by analogy with life cycle biological being the life cycle of any product. In the marketplace, a product also goes through major stages, each with its own level of distribution and many distinct marketing traits. For example, a new baby product is born and immediately enters life, that is, the market, where at first no great achievements are expected from it, that is, sales will be small, and manufacturers will focus only on growth.

This stage may be delayed, but if the baby is healthy and the products are of high quality, he will grow up quickly, and sales will increase. The second stage is the growth stage, requiring a different strategy. Next comes maturity: the strategy focuses on stability, because sales are stable. And finally, old age. The market is saturated with this product, a decline occurs, sales are declining, and therefore a reduction strategy is being developed. The purpose of this model is to determine the right strategy in business, tracking the path of products in the market step by step. There are a lot of modifications to such life cycles, it all depends on the type of product. But it is impossible to firmly tie modern strategic analysis to the life cycle model.

Products and market

In 1975, Steiner, a prominent economist, proposed a new model, which is a kind of matrix with the classification of markets, as well as products that already exist, new, related to the existing, and completely new. This matrix can show different levels risk and degree of probability successful production and benefit from a variety of market and product combinations. This model is still used today to conduct strategic management analysis to determine the likelihood of success at the very beginning, when choosing a type of business, without losing the ability to see the ratio of investments for different units. All this means that it is possible to accurately form the organization's securities portfolio.

The development of strategic analysis takes place during the formation of portfolio models, since it is then that it becomes possible to predict both the present and the future of a starting business, to consider the attractiveness of the market and the ability to new products to competition on it. The first classic portfolio model came from the Boston Consulting Group (BCG). With its help, the main positions of the new business were determined. There are four of them:

1. A highly competitive business designed for a fast growing market. The position is ideal - "star".

2. The business is also highly competitive, but created for markets that are already mature and saturated, even prone to stagnation. This is an excellent source of cash for the organization, which is called - "cash cow", "money bag".

3. Business without good competitive positions, but operating in a promising market. This is not yet a very well-defined future, with a question mark.

4. A business with a weak competitive position in a market that is stagnant. These are the outcasts of the business world.

Using the Boston Model

The BCG model is used to determine interrelated conclusions about the position of a business, about each of its business units within the organization and, of course, about the strategic perspectives. Using this matrix, the management of the organization forms a portfolio, since combinations of all capital investments in different industries and business units are determined. What else is good about this model: the BCG matrix offers various options for strategies. With an increase in market share and business growth, the "question mark" easily turns into a "star", and following the "cash cow" strategy, that is, by maintaining market share, the business will also retain revenues that are important for financial innovation and solving the challenges facing each growing type of business.

The third option is the so-called "harvest", when the business receives a short-term profit share in the maximum size, even if it reduces the market share. This strategy is not for strong businesses. This is how the old "cows" and "question marks" act, which failed to become an exclamation. If opportunities to invest in a difficult business dry up, and the position still does not improve, there is a strategy for this case. The business is liquidated, and the proceeds are used in other industries.

Advantages and disadvantages

The advantages of the BCG model are, firstly, that it can be used to analyze the relationships between all the business units that make up the organization, pursuing the longest-term goals. Secondly, this model is able to analyze the various stages of development of the business as a whole and each of its business units. And the most important advantage: the model is simple and easy to understand, but nevertheless offers an excellent approach to collecting a business portfolio (that is, the organization's securities).

There are two disadvantages. The first is that with the help of this model, business opportunities are not always accurately assessed, not all opportunities are calculated. They may advise leaving the market, when not all internal and external changes have yet been completed, and the position of the business could still be straightened out and even move up to a successful one. For example, a certain farmer in the seventies barely and then went into fashion for organic products, and his business could become a "cash cow", but too late, he was sold, because the BCG model did not foresee this possibility. The second drawback is an excessive focus on cash flows(cash), and in fact are almost always supported by investments, this way is much more efficient. The focus on ultra-fast growth is also not so good, because it does not see the possibilities of applying new and more effective management methods to improve the business.

Multi-factor matrix

This is a more sophisticated version of the portfolio model developed by McKinsey & Company, a well-known international consulting company that even operates in Russia. This matrix was ordered by the General Electric Corporation. Next to a simple portfolio model, a multi-factor matrix has many advantages and no less significant disadvantages.

First of all, it is taking into account the largest number of factors, both external and internal environment of the organization. But, using this model, it is also impossible to completely protect the analysis from erroneous conclusions. Perhaps that is why there are no specific behavioral recommendations for activities in a particular market. A subjective or distorted assessment of the position of a business in the market is also possible.

Purpose of strategic analysis

The main goal is to assess the largest impacts on the current and future position of the analyzed organization, it is equally important to determine the specific impact on the strategic choice. Based on the identified goals of the organization, the main tasks facing the organization are also determined, which will help to provide indicators for strategic planning (moreover, completely regardless of the nature of these indicators - whether it is financial or not).

So, the first step of the strategic analysis will be the definition of the following components: the main objective, the main tasks, expectations and authority relationships within the organization. Against the background of the goal and the main tasks, it is much easier to formulate strategies and all the criteria by which they will have to be evaluated. In the goal - the whole meaning of the existence of the business and the nature of the organization. The main tasks are set and long-term, so that this goal is achieved.

External environment and internal

This is the second component of strategic analysis - where the organization exists, and all elements of the external environment - economic, social, technological, political - should be investigated. Since the external environment is constantly fluid and forced to undergo significant changes, the organization will have to solve the most important strategic problems as they arise. There is a micro and macro environment, and they are interconnected with each other. The microenvironment is the immediate environment. It is necessary to analyze the competitive structure of this industry, where this organization, as well as the parameters of the development of this industry. The macroenvironment offers for analysis macroeconomic, social, legal, technological, international factors that directly affect this organization.

The third component of strategic analysis is the internal environment of the organization. It determines the quality and completeness of the resources at the disposal of the organization, taking into account the key disadvantages and advantages of this business. Internal strategic analysis reveals the overall picture of the constraints and impacts that are imposed on strategic choices, identifying the strengths and weaknesses of the organization, identifying expectations and opportunities to influence the activity planning process.

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

Similar Documents

Concept " strategic management". The essence of strategic planning. The development of strategic planning and its basic concepts. Determining the prospects for the development of an organization on the example of RufSystem LLC. Evaluation and control of the implementation of the strategy.

term paper, added 02/18/2011

The essence of strategic analysis as a comprehensive study of the external and internal environment of the organization and methods for its implementation. Assessment of the industry and competitive environment. Key success factors in competitive struggle. Evaluation of the effectiveness of the chosen strategy.

lecture, added 01/31/2012

Strategic management as a field of science and practice of management, theory of strategic planning and management, principles of strategic management. Analysis of strategic factors of the external and internal environment of the enterprise, SWOT analysis of the organization.

course of lectures, added 05/05/2009

Essence, structure, content and significance of strategic management: problems, principles and development prospects; classification of organization strategies. Analysis of strategic management at the KP "PANIFKOOP", development of recommendations for its improvement.

term paper, added 10/12/2011

Directions of strategic management: focus on consumer demand, conducting scientific, technical, innovative and market policy. Choice strategic management insurance company OJSC "AK BARS-Med" using swot-analysis.

term paper, added 08/23/2013

Essence, functions and basic principles of strategic management. Stages of strategic management. Strategic management in economic zones. Strategic planning. Organization strategy. Types of organization strategy. Portfolio plan.

term paper, added 02/26/2003

The concept and directions of development of strategic management, its goals and objectives, the principles of development and evaluation of the effectiveness of the corresponding system. The structure of the external and internal environment of the organization. Formation of a SWOT-analysis of the organization's activities.

term paper, added 06/20/2015

Characteristics of the organization, its mission, principles, purpose and objectives. The essence of strategic analysis and the structure of the external environment of the enterprise, evaluation of its activities. The composition of the macro environment, the characteristics of the elements that form it and their influence on the organization.

control work, added 03/02/2012

The most important element of strategic management is strategic analysis , which allows you to identify the current and possible future state of the external and internal environment of the company.

The most common strategic analysis techniques include the following:

SWOT analysis;
PEST+M analysis;
analysis of the company's product portfolio (matrix bcg, or matrix McKinsey ).

The simplest (in terms of the perception of results) and the most common tool for strategic analysis is SWOT analysis.

In 1963, at a Harvard conference on business policy, Professor Kenneth Andrews for the first time publicly announced the acronym SWOT (Strengths, Weaknesses, Opportunities, Threats), which means "Strength", "Weakness", "Opportunities", "Threats". Since the 1960s to this day, SWOT analysis is widely used in the process of strategic planning. Known, but scattered and unsystematic ideas about the company and the competitive environment, this method made it possible to formulate in the form of a logically consistent scheme of interaction of forces, weaknesses, opportunities and threats.

Strength - is something the company excels at, or some feature that makes it additional features.

Weakness - this is the absence of something important for the functioning of the company, something that it fails (in comparison with others), or something that puts it in unfavorable conditions.

Capabilities are defined as something that gives a firm a chance to do something new: release a new product, win new customers, introduce new technology etc.

The threat - this is something that can harm the company, deprive it of significant advantages.

As a rule, a SWOT analysis, i.e. analysis of the strengths and weaknesses of the organization, opportunities and threats emanating from environment, is carried out using auxiliary tables (matrices). The simplest form of presenting the results of the SWOT analysis is shown in Table. 3.2.

Table 3.2

Matrix SWOT analysis

At the intersection of the blocks, four fields are formed:
SIV (strength and opportunity);
SIS (forces and threats);
WLS (weaknesses and opportunities);
SLN (weaknesses and threats).

On each of the fields, paired combinations are selected, which must be taken into account when developing a strategy. For example, in relation to couples from the SIV field, the strategy should use the strengths of the organization to get the most out of the opportunities provided by the external environment. For couples from the SIS field, the strategy should include using the strengths of the organization to prevent threats, etc.

In fact, the intersection fields are sets of possible scenarios for the development of events. For example, an environment capability of "Growing consumer interest in a product" and an organizational strength of "Active Marketing Policy" might pair SIV "Expanding sales by attracting new customers". This pair of SIVs can become a real scenario for the development of events, favorable for the organization, but only if the implementation of the named strength, taking into account the possibilities of the external environment, is enshrined in the strategy and accepted as one of the goals (tasks) of the organization.

When choosing a strategy, it should be remembered that opportunities and threats can turn into their opposites. Thus, an untapped opportunity can become a threat if a competitor exploits it.

In table. 3.3 shows the categories most often included in the SWOT analysis. Each SWOT is unique and may include one or two of them, or even all at once. Each element, depending on the perception of buyers, can turn out to be both a strength and a weakness (when analyzing the internal component). Accordingly, an opportunity can become a threat (when analyzing the external component).

Table 33

Indicators required for conducting SWOT-analysis

Environmental indicators

Indicators of the immediate environment

Indicators of the internal environment of the company

Economic forces –

GDP, inflation rates, unemployment rate, interest rate, labor productivity, taxation rates, balance of payments, savings rates, etc.

Political factors– a clear idea of the intention of the organs state power with regard to the development of society and the means by which the state intends to carry out its policy.

Market factors- Numerous factors that can have a direct impact on the successes and failures of an organization.

Technological factors- the opportunities that science opens up for the production of new products.

International Factors- Threats and opportunities may arise from the ease of access to raw materials, the activities of foreign cartels (eg OPEC), changes in the exchange rate and political decisions in countries acting as investment targets or markets.

Legal factors– study of laws and other regulations, the effectiveness of the legal system.

Social factors– attitudes of people towards work and quality of life, customs and beliefs, demographic structure, shared values, population growth, level of education, etc.

Buyers– geographic location, demographic characteristics, socio-psychological characteristics, the attitude of buyers to the product.

Suppliers- the cost of the goods supplied, quality assurance, time schedule of deliveries, punctuality and obligation to comply with the conditions of the supplier.

Competitors- Identification of weaknesses and strengths.

labor market

Company personnel- their potential, qualifications, interests.

Management organization.

Production, including organizational, operational and technical and technological characteristics, research and development.

Firm finances.

Marketing.

Organizational culture

As already noted, one of the goals of SWOT analysis is to identify factors that significantly affect the company's business in order to develop a strategy. The next logical step that improves the quality of the results of strategic analysis is the structuring of the identified factors, i.e. dividing them into groups. Any classification, of course, must have a purpose. The SWOT analysis format is detailed in PEST+M analysis, in which all environmental factors are divided into five groups of factors (Fig. 3.5).

political (P);
economic (E);
social (S);
technological (T);
market environment factors (M).

Moreover, the last group of factors (market environment) is recommended to be divided into three groups: suppliers, buyers and competitors. And competitors, in turn, - on three more groups of factors: current competitors, potential competitors and substitute products.

Rice. 3.5.

The PEST+M analysis technique, like many others, was developed in the West.

The political factor of the external environment should be studied first of all, since the main political issue is the question of power. And the central government regulates the mechanism of circulation of money in the state, as well as a number of other key conditions for obtaining basic resources for the activities of any organization.

Analysis of the economic aspect of the external environment of the organization allows us to understand how the main economic resources are formed and distributed at the state level. For most specific organizations, this is the most important general condition for their business activity.

The social component of the external environment is most connected with the formation of consumer preferences of the population. This, as a rule, determines its special importance in the analysis of the possible demand for the organization's product in a strategic perspective.

The significance of the technological factor of the external environment is also almost obvious. AT modern conditions With rapid technological change, any organization faces the constant threat of losing a market for a product due to being supplanted by a technologically superior product. Therefore, the purpose of the strategic analysis of the technological aspect of the development of the external environment is as follows: the analysis should provide the organization with information that allows it to adapt in time to the production and (or) implementation of a technologically promising product; in parallel with this, the organization must have time to receive sufficient profit from its traditional products and at the same time be able to abandon them in time in favor of more promising ones.

When developing a strategic plan, you can rely on key factors identified as a result of a SWOT analysis or PEST + M analysis. These factors may be interrelated, and from the analysis of this relationship, new conclusions can be drawn, which will be reflected in the company's strategy.

In addition, when conducting a strategic analysis, one of the important issues is the company's future product portfolio. It is necessary to understand what these areas of activity will be, how they will be financed and what their positioning will be in the future. Therefore, when developing a strategy, it is recommended to use one more of the standard methods: this is a matrix Boston Consulting Group (BCG) or McKinsey matrix.

In accordance with these methods, all areas of the company's activities are positioned in the coordinates: the attractiveness of the market and the competitive status of the company in this market.

In the matrix BCG the hypothesis that each of these indicators can be estimated using one parameter is used. To assess the attractiveness of the market, the growth rate of the market is used, and to assess the competitive status of the company in this market, the market share occupied by the company.

In the matrix McKinsey a more complex method for assessing the attractiveness of the market and the competitive status of the company is used. It can be used both in growing markets and in stagnant ones. This is the main difference between the matrix BCG from the matrix McKinsey. The matrix for strategic line of business analysis offers the following set strategic decisions(Fig. 3.6).

Rice. 3.6.

Other methods can be used for analysis, for example, value chain analysis, cost analysis, modified scheme factor analysis firms Du Pont , the financial analysis.

In strategic management, the results of the analysis are used at all stages and can influence the formulation of the organization's mission, on their basis the organization's goals (and subsequently strategies) are determined.

Rice. 4.1. in

Strategic analysis of the enterprise - is the process of identifying critical key concepts of external and internal environments that can affect the ability of an enterprise to achieve its goals in both the short and long term.

Strategic analysis as a process is closely related to the life cycle of the strategy, and its stages (idea analysis, environment analysis, implementation analysis, modernization analysis, experience analysis) create a closed loop, and therefore, analysis is considered as a process that never stops.

The objectives of the strategic analysis of the environment:

o identification and evaluation of strategic potential;

o assessment of market attractiveness;

o clarifying the strategic position of the enterprise. The logic of studying the enterprise environment is as follows:

a) determine the factors of macro-, micro- and internal environment that affect the enterprise and will influence it in the strategic period;

b) these factors receive maximum information;

c) evaluate the information received about each factor of the environment in the enterprise and predict the magnitude of the possible impact;

d) determining the opportunities and threats of the external environment and the strengths and weaknesses of the internal;

e) strategic analysis and identification of alternative strategies.

One of the rational approaches to the analysis of the environment is illustrated in Fig. 4.1.

Thus, the analysis of the enterprise environment should cover the totality of factors that affect the enterprise and significantly affect the capabilities of the enterprise, its prospects and strategy.

Analysis of opportunities and threats

In order to successfully survive in the long term, an enterprise must be able to anticipate what difficulties may arise in its path in the future and what new opportunities may open up for it. Therefore, strategic management in the study of the external environment focuses on finding out what threats and what opportunities the external environment is fraught with. But in order to successfully cope with threats and effectively use opportunities, it is by no means enough only to know about them. You can be aware of the threat, but not be able to confront it and thus be defeated. It is also possible to be aware of the new opportunities that are opening up, but not have the potential to exploit them and therefore fail to reap the rewards from them. The strengths and weaknesses of the internal environment of the enterprise to the same extent as the threats and opportunities determine the conditions for successful existence. Therefore, when analyzing the internal environment, strategic management should show what strengths and what weaknesses the individual components of the enterprise and the enterprise as a whole have.

Thus, the analysis of the environment, as it is carried out in strategic management, is aimed at identifying the threats and opportunities that may arise in the external environment in relation to the enterprise, and the strengths and weaknesses that the enterprise has. It is to solve this problem that certain methods of analyzing the environment have been developed, which are used in strategic management.

Analysis of the external environment is an assessment of the state and development prospects of the most important, from the point of view of the enterprise, subjects and environmental factors: industries, markets, suppliers and a combination of global environmental factors that the enterprise cannot directly influence.

After analyzing the external environment and having received data on factors that pose a danger or open up new opportunities, management should evaluate whether the enterprise has internal forces to take advantage of opportunities, and what internal weaknesses could complicate future challenges posed by external threats.

The method used to diagnose internal problems is called a management survey. Management survey is a methodological assessment of the functional areas of the enterprise, designed to identify its strategic strengths and weaknesses. Five functions are included in the management survey - marketing, finance, production, human resources, and the culture and image of the enterprise.

Exists a large number of methods of analysis of the internal and external environment of the enterprise, allowing to identify opportunities and threats, consider some of them.

SWOT - analysis. In order to get a clear assessment of the strength of the enterprise and the situation on the market, there is a SWOT analysis.

SWOT analysis - this is a definition of the strengths and weaknesses of the enterprise, as well as the opportunities and threats emanating from its immediate environment (external environment):

Strengths (Strengths) - advantages of the enterprise;

Weaknesses - shortcomings of the enterprise;

Opportunities - environmental factors, the use of which will create an advantage for the enterprise in the market;

Threats - factors that can potentially worsen the position of the enterprise in the market.

The widespread use and development of SWOT analysis are explained by the following reasons: strategic management is associated with large amounts of information that needs to be collected, processed, analyzed, used, and therefore, there is a need to search, develop and apply methods for organizing such work.

SWOT analysis is a peculiar form; it does not contain final information for acceptance management decisions, but makes it possible to streamline the process of thinking about all available information using your own opinions and assessments. For any manager or managerial employee work-oriented is a useful undertaking that requires anyone applying a SWOT analysis to think ahead. SWOT analysis allows you to form a general list of enterprise strategies, taking into account their features: according to the content of the adaptation strategy (formation of influence on) the environment (Fig. 4.2).

Rice. 4.2. in

SWOT analysis, as a tool for assessing the operating environment of an enterprise, consists of two parts. Its first part is aimed at studying external opportunities (positive moments) and threats (negative moments) that may arise for the enterprise in the present and future. This is where strategic alternatives come into play. The second part is related to the study of the strengths and weaknesses of the enterprise. Here the potential of the enterprise is assessed. In other words, SWOT - analysis allows you to conduct a comprehensive study of the external and internal state of an economic entity.

To conduct a SWOT analysis, you must:

1) determine the main direction of development of the enterprise (its mission);

2) weigh the forces and evaluate the market situation in order to understand whether it is possible to move in the indicated direction and how it is better to do it;

3) set goals for the enterprise, taking into account its real capabilities (determination of the strategic goals of the enterprise).

Conducting a SWOT analysis is reduced to filling in the SWOT analysis matrix. In the appropriate field of the matrix, it is necessary to enter the strengths and weaknesses of the enterprise, as well as market opportunities and threats.

Strengths of the enterprise - something in which the enterprise has succeeded or some feature that provides additional opportunities. Strength may lie in experience, access to unique resources, advanced technology and modern equipment, highly qualified staff, high quality products, fame trademark etc.

Weaknesses of the enterprise - this is the absence of something important for the functioning of the enterprise or something that is not yet possible in comparison with other companies and puts the enterprise in an unfavorable position. As an example of weaknesses, one can cite a too narrow range of products produced, a bad reputation of the company in the market, lack of funding, low level of service, etc.

Market Opportunities - These are favorable circumstances that the company can use to gain an advantage. As an example of market opportunities, one can cite the deterioration of the positions of competitors, a sharp increase in demand, the emergence of new production technologies, an increase in the income level of the population, etc. It should be noted that not all opportunities that exist in the market are opportunities from the point of view of SWOT analysis. , but only those that can be used.

Market Threats - events, the occurrence of which may adversely affect the enterprise. Examples of market threats: new competitors entering the market, tax increases, changing consumer tastes, declining birth rates, etc.

The same factor can be both a threat and an opportunity for different enterprises.

A SWOT analysis is carried out in stages.

Stage 1. Determining the strengths and weaknesses of the enterprise

In order to determine the strengths and weaknesses of the enterprise, it is necessary:

o make a list of parameters by which the enterprise will be evaluated;

o determine for each parameter what is strong point enterprises, and that - weak;

o select the most important strengths and weaknesses of the enterprise from the entire list and enter them into the SWOT analysis matrix

The following parameters can be used to evaluate a company:

organization (the level of qualification of employees, their interest in the development of the enterprise, the presence of interaction between departments of the enterprise, etc. can be assessed);

production (estimated production capacity, the quality and degree of wear of equipment, the quality of the manufactured goods, the availability of patents and licenses (if necessary), the cost of production, the reliability of supply channels for raw materials, materials, etc.);

finance (production costs, the availability of capital, the rate of capital turnover, the financial stability of the enterprise, the profitability of the business, etc. can be estimated);

innovation (the frequency of introduction of new products and services at the enterprise, the degree of their novelty (minor or cardinal changes), the payback period for funds invested in the development of new products, etc. can be assessed);

marketing (here you can evaluate the quality of goods / services (how this quality is assessed by consumers), brand awareness, completeness of the range, price level, advertising effectiveness, enterprise reputation, the effectiveness of the sales model used, the range of products offered additional services, qualification service personnel). Table 4.1 is filled in.

Table 4.1. EXAMPLE OF DETERMINING STRENGTHS AND WEAKNESSES OF AN ENTERPRISE

From the entire list of strengths and weaknesses of the enterprise, it is necessary to select the most important (the strongest and weakest aspects) and write them down in the appropriate cells of the SWOT analysis matrix.

Stage 2. Identification of market opportunities and threats.

The second step of the SWOT analysis is the market assessment. This stage allows you to assess the situation outside the enterprise - to see opportunities and threats. The methodology for determining market opportunities and threats is almost identical to the methodology for determining the strengths and weaknesses of the enterprise.

You can take the following list of parameters as a basis:

- demand factors (here it is advisable to take into account the capacity of the market, the rate of its growth or contraction, the structure of demand for the company's products, etc.);

- competition factors (should take into account the number of main competitors, the presence of substitute products on the market, the height of barriers to entry and exit from the market, the distribution market shares between the main market participants, etc.);

- sales factors (it is necessary to pay attention to the number of intermediaries, the availability of distribution networks, the conditions for the supply of materials and components, etc.);

- economic factors (taking into account the exchange rate of the hryvnia (dollar, euro), the level of inflation, changes in the level of income of the population, the tax policy of the state, etc.);

- political and legal factors (the level of political stability in the country, the level of legal literacy of the population, the level of law-abidingness, the level of corruption in power, etc. are assessed);

- scientific and technical factors (usually takes into account the level of development of science, the degree of introduction of innovations (new products, technologies) in industrial production, the level of state support for the development of science, etc.);

- socio-demographic factors (should take into account the number and gender and age structure of the population of the region in which the enterprise operates, the birth and death rates, the level of employment, etc.);

- socio-cultural factors (traditions and the system of values of society, the existing culture of consumption of goods and services, existing stereotypes of people's behavior, etc. are usually taken into account);

- natural and environmental factors (taking into account the climatic zone in which the enterprise operates, the state of the environment, public attitudes towards environmental protection, etc.);

- international factors (among them, the level of stability in the world, the presence of local conflicts, etc. are taken into account).

Table 4.2. EXAMPLE OF IDENTIFYING MARKET OPPORTUNITIES AND THREATS

It is necessary to select the most important from the entire list of opportunities and threats, and enter them in the appropriate cells of the SWOT analysis matrix

In the completed SWOT-analysis matrix, you can see a complete list of the main strengths and weaknesses of the enterprise, as well as those that open up prospects for the enterprise and the dangers that threaten it.

Stage 3. Comparison of the strengths and weaknesses of the enterprise with the opportunities and threats of the market.

You can trace the ratio of factors of the external and internal environment, which is interpreted in the categories of SWOT - analysis, using a certain matrix (Fig. 4.3).

Rice. 4.3. in

At the intersections of individual constituent groups of factors, fields are formed that are characterized by certain combinations; they must be taken into account in the future when developing strategies of a certain type:

Field Seven - requires strategies to support and develop the strengths of the enterprise in the direction of realizing the chances of the external environment;

Sioux field - predictions of strategies for using the strengths of the enterprise in order to mitigate (eliminate) the threat;

Field SChM - development of strategies to overcome the weaknesses of the enterprise due to the opportunities provided by the external environment;

The SLZ field is sometimes called the "crisis field" because it combines the threats of the environment with the weakness of the enterprise.

Comparison of strengths and weaknesses with market opportunities and threats allows you to answer the following questions regarding the further development of the business (Table 4.3):

o How to take advantage of the opportunities that are opening up, using the strengths of the enterprise?

o What are the weaknesses of the enterprise that might interfere?

o What strengths can be used to neutralize existing threats?

o What threats, exacerbated by the weaknesses of the enterprise, should be most feared?

Table 4.3. SWOT ANALYSIS MATRIX

	CAPABILITIES	THREATS
	1. Emergence of a new retail network	1. Emergence of a major competitor
STRENGTHS 1. High quality products 2.	1. How to seize opportunities Try to become one of the suppliers of the new network, focusing on the quality of our products	2. How to reduce threats Keep our customers from switching to a competitor by informing them about the high quality of our products
WEAKNESSES 1. High production cost 2.	3. What might prevent you from taking advantage of opportunities A new chain may refuse to purchase our products, as our wholesale prices are higher than those of competitors	4. The biggest dangers for the enterprise A competitor has appeared, can offer the market products similar to ours, at lower prices

By filling in such a matrix, you can see the result:

■ the main directions of the enterprise's development were determined;

■ the main problems of the enterprise were formulated, which are to be solved as soon as possible for the successful development of the business.

The final indicators of the SWOT analysis are used in the strategic and tactical planning of the enterprise.

SNW - analysis. SNW analysis is an advanced SWOT analysis:

Strength (strong side);

Neutral (neutral side);

Weakness (weak side).

In contrast to the analysis of weaknesses and strengths in the SWOT matrix, SNW analysis also suggests taking into account the average market condition ((V). The main reason for adding a neutral side is that "often a condition may be sufficient to win the competition when this particular enterprise is in state V in relation to all its competitors in all but one key positions, and only in one in state 5.

For assembly - analysis, a tabular form is also filled out, which is preceded by all the stages of preparation listed above in the SWOT analysis methodology. Below is an example of an analysis form in Table 4.4.

Table 4.4. SNW ANALYSIS MATRIX

Name of the strategic position	Qualitative assessment of the position
Name of the strategic position	strong (S)	Neutral (N)	Weak (W)
Organization strategy
Business strategies
organizational structure

Product as a Competitive Opportunity
Cost Structure
Distribution as a system for selling products
Information technology
Innovation as a way to market products
Additional strategic positions (taking into account the specifics of the organization)

Often, the STEP analysis technique is used to analyze the macro environment. Term "STEP" means analysis of the macro environment based on the study of social, technological, economic and political factors.

There are two main options: STEP - and PEST - analysis. The STEP analysis option is used for countries with developed economies and stable political system, priorities - taking into account social and technological factors. To analyze the macro environment in those countries where the economy is underdeveloped and in transition, a form of PEST analysis is used, where political and economic factors come first. When choosing the first or second option, the criterion is the priority of taking into account certain groups of macroenvironment factors in terms of the strength of the possible impact and the stability of factors for monitoring.

In this way, PEST analysis is a tool designed to identify the following aspects of the external environment that may affect the strategy of the enterprise:

o political (Policy);

o economic (Economy);

o social (Society);

o technological (Technology).

Politics is studied because it regulates power, which in turn determines the environment of the enterprise and the receipt of key resources for its activities. The main reason for studying the economy is to create a picture of the distribution of resources at the state level, which is the most important condition for the activity of an enterprise. Equally important consumer preferences are determined using the social component of PEST analysis. The last factor is the technological component. The purpose of this study is considered to be the identification of trends in technological development, which are often the causes of market changes and losses, as well as the emergence of new products.

Important when conducting a PEST analysis is the requirement for a systematic strategic analysis of each of the four components, since all these components are closely and intricately interconnected.

This type of analysis can be carried out using various formats, often these are two options: a simple chotiripole matrix, appearance which is given below in table 4.5 and tabular form of STEP-analysis (table 4.6).

Table 4.5.

Each of these options has advantages and disadvantages. The choice of analysis method depends on the objectives of the analysis, the degree of readiness of experts and a number of other factors.

Table 4.6. TABLE FORM FOR STEP ANALYSIS

PEST analysis is based on the following dominant positions:

1. The strategic analysis of each of these components must comply with the principles of consistency, because in real life all these components are interconnected in a close and complex way. Therefore, a change in one of the components, as a rule, causes a change in others, and such changes can become both threats and opportunities for the enterprise.

2. PEST analysis is a tool for a multi-component strategic analysis of the macro environment, and real life- wider, more multifaceted, and for each enterprise in its external environment there is its own set of factors that most significantly affect its specific business.

To conduct a PEST analysis, an enterprise must have a complete list of influencing factors:

Factors and trends of the macro environment, as well as significantly affect the activities of the enterprise;

Factors constituting potential threats to the enterprise;

Factors, the development of which contains new opportunities for the activities of the enterprise.

After compiling the PEST-analysis table, an analysis of each factor, its impact on the financial condition and production activities enterprises and possible response measures of the enterprise are being developed to prevent the influence of negative factors, and to use the possibilities of positive factors.

Such measures can be:

Carrying out financial transactions that contribute to the preservation of the purchasing power of money;

Reduction capital construction, curtailment of R & D with remote results in time;

Stimulation, provision of services for cooperation and supply with the help of loans to suppliers, implementation of barter transactions;

Formation of a rational personnel structure;

Search for new areas of activity, insurance of supplies, stimulation of partners;

Receipt international certificates for products;

Use of price advantages, cost reduction;

Development of several alternative activity strategies;

sale finished product component parts, reducing exports.

The STER-analysis technique, like all other macro-environment analysis techniques listed here, gives the greatest result if the analysis is carried out regularly using the same format. In this case, indicators of the dynamics of factors and their impact on the enterprise are recorded. As a result, it is possible to obtain the so-called model of the reaction of a particular enterprise to a set of macro-environment factors.

Environment profile.

To analyze the environment, it can be applied method compiling her profile. This method it is convenient to use for compiling a profile separately of the macro-environment, the immediate environment and the internal environment. Using the method of compiling the environment profile, it is possible to assess the relative importance for the enterprise of individual environmental factors. The environment profiling method is as follows:

1) individual environmental factors are written out in the environment profile table (Table 4.7).

Table 4.7.

2) each of the factors is assigned its own significance / assessment by the method of expert assessments or the Delphi method: (important for the industry on a scale: 3 - large, 2 - moderate, 1 - weak; impact on the organization on a scale: 3 - strong, 2 - moderate , 1 - weak, 0 - no influence; direction of influence on a scale: +1 - positive, -1 - negative).

3) then all three expert opinions are multiplied and an integral estimate is obtained, showing the degree of importance of the factor for the enterprise. From this assessment, management can conclude which of the environmental factors are relatively more important to their business and therefore deserve the most serious attention in developing strategy, and which factors deserve less attention.

Technique for analyzing threats and opportunities of the ETOM macro environment.

Another option for analyzing the external environment through compiling a list of external dangers and opportunities for the enterprise is the method of weighing each factor (to measure the significance of each factor for a particular organization) ETOM. Abbreviation "ETOM Environmental Threats and Opportunities Matrix" - a matrix of threats and opportunities of the external environment. The advantage of this analysis is the use of a limited number of factors and events identified by experts (usually 15). An example of an ETOM matrix is presented in Table 4.8.

Table 4.8.

The factor is weighted from +5 (very positive) through 0 (neutral) to -5 (very negative). The effect of the factor is from +15 (strong impact, possibility) through 0 (no impact, neutral) to -15 (strong impact, serious danger). The influence on the strategy of the enterprise is obtained by multiplying the value of the weight of the factor by the importance. The sign of the result obtained depends on the mark of threats or opportunities.

Favorable opportunities are provided by the technological capacity of the enterprise, the greatest danger lies in competition from foreign enterprises.

After analyzing the list, management should assess the strengths and weaknesses of the enterprise. At the same time, it must have a complete picture of the internal potential and shortcomings of the enterprise, as well as external problems.

Send your good work in the knowledge base is simple. Use the form below

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.