Analysis of the strengths and weaknesses of the enterprise. Analysis of the strengths and weaknesses of the enterprise

Strength and weakness, opportunities and threats of an enterprise, the most convenient and proven way to assess the strategic position of a company is a SWOT analysis.

The strength of an enterprise is what it excels at: skills, experience, resources, achievements (perfect technology, better customer service, brand recognition, etc.).

Weakness is the absence of something important in the functioning of the company, something that it fails compared to others. After identifying strengths and weaknesses, they are carefully studied and evaluated. From the point of view of strategy formation, the strengths of the enterprise can be used as the basis of an anti-crisis strategy. If these are not enough, enterprise managers urgently need to create the basis of this strategy. At the same time, a successful anti-crisis strategy is aimed at eliminating the weaknesses that contributed to the crisis situation. Market opportunities and threats also largely determine the anti-crisis strategy of the enterprise. To do this, all industry opportunities that can provide the potential profitability of the enterprise, and threats that adversely affect the enterprise are evaluated. Opportunities and threats not only affect the state of the enterprise, but also indicate what strategic changes need to be made. The anti-crisis strategy must take into account the prospects that match the opportunities and provide protection against threats. An important part of the SWOT analysis is an assessment of the strengths and weaknesses of the enterprise, its opportunities and threats, as well as conclusions about the need for certain strategic changes.

To evaluate OAO "Slavyanka" you can use the following list of parameters:

1. Organization (here the level of qualification of employees, their interest in the development light industry, the presence of interaction between departments of the enterprise, etc.)

2. Production (can be 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 and materials, etc.)

Finance (production costs, availability of capital, capital turnover rate, financial sustainability of production, business profitability, etc. can be assessed)

Innovation (here the frequency of introduction of new products and services, the degree of their novelty (minor or cardinal changes), payback periods of funds invested in the development of new products, etc.)

Marketing (here you can evaluate the quality of goods / services (how consumers evaluate this quality), completeness of the assortment, price level, advertising effectiveness, reputation, the effectiveness of the sales model used, the range of additional services offered, the qualifications of the attendants).

Table 11. Identification of strengths and weaknesses

Identification of strengths and weaknesses
Evaluation parameters	Strengths	Weak sides
1. Organization	- High level of qualification and entrepreneurial spirit of the head - Corporate Governance is considered by the enterprise as an important means of improving the efficiency of the enterprise, ensuring greater availability and reducing the cost of capital, strengthening the reputation
2. Production	- Proven and reliable supplier of raw materials. - The cost of production is lower than that of regional competitors - Brands have high recognition rates - Loyalty of many Russians to the domestic product, who believe that our products are more reliable; - Efficient Management warehouse resources - For employees of the enterprise there is efficient system motivation, created safe and comfortable conditions employment, opportunities for professional growth and development are offered, and a certain level of social security	- Product quality is inferior to some competitors - High degree of wear and tear of some types of equipment, buildings and structures
3. Finance		- Uneven flow Money
4. Innovation	- Use of modern technologies and modern production equipment. As a result of the modernization, the main production processes were fully automated, production costs were significantly reduced, labor productivity was increased and the quality of products was improved - The enterprise makes significant investments in innovative developments, which make it possible, among other things, to find alternative analogues of certain raw materials - integration into areas of production and development of new products
5. Marketing	- Effective advertising campaign.	- The need to establish a guaranteed sales. - For Western companies, marketing costs are approximately 70-80% of total cost product. Slavyanka's budget does not allow it to compete on equal terms with global players on this field;

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Analysis of the internal potential of Technosila LLC makes it possible to determine its strengths and weaknesses in business, allows you to evaluate their relationship with factors external environment; the main task external analysis- identify and understand the opportunities and threats that may exist in the present or in the future. Assessment of strengths and weaknesses is the most important beginning of improving the activities of any enterprise.

The analysis of the external environment of the organization was carried out based on the consideration of economic, political, market, competitive, technological, social and international factors of the enterprise and the selection of the most significant factors among them based on the size, nature of the activity, goals and other specific features of the organization in question.

Lists of the organization's strengths and weaknesses, as well as external opportunities and threats, are used to build the SWOT matrix (Table 2.20).

Let's analyze potential external opportunities and threats to the enterprise (table 2.18).

Table 2.18. - Potential external opportunities and threats to the enterprise

The analysis of the internal environment of the organization consisted in examining the main functional areas organization to identify its strategic strengths and weaknesses. The study included identifying the most significant factors of the internal environment, characterizing their state and development trends, assessing the direction and degree of influence of factors on the organization.

All internal, strong and weak sides enterprises, according to the analysis, are presented in table 2.19:

Table 2.19 - Potential internal, strengths and weaknesses of the enterprise

The SWOT matrix allows you to track possible combinations characteristics of the external environment (opportunities and threats), which are recorded at the top of the matrix, with the strengths and weaknesses of the organization, which are recorded on the left side of the matrix (table 2.20):

Table 2.20 - SWOT matrix

	Opportunities (O) 1. Opportunity to enter new Russian and foreign markets. 2. Vertical integration. 3. Weakening of the position of firms of competitors. 4. Financial opportunity to take over less solvent competitors 5. Constant updating product range manufacturing firms.	Threats (T) Costly legal customs requirements. The economic crisis - the fall in purchasing power. Market saturation household appliances. Growing demands of consumers and suppliers. Remoteness from the largest Asian sales markets - higher transportation costs for the delivery of products to the consumer
Strengths (S) Clearly organized company development strategy. 2. Use of advanced advertising and PR technologies. 3. High image of the enterprise. 4. Improving the management of receivables.	I "Strength and Opportunities" 1. The introduction of fundamentally new types of technical goods. 2. Entering new markets. 3. Increase in sales volumes. 4. Development of a new market share.	II "Strength and threats" 1. Increase in the number of customers in the same market segment. 2. Introduction of new sales technologies. 3. Constant innovation.
Weaknesses (W) 1. Insufficient enterprise mobility. 2. High dependency on declining demand and stage life cycle enterprises. 3. Growth of distribution costs; 4. Imperfect inventory management.	III "Weakness and Opportunities" 1. Study of the management system. 2. Improvement of the inventory management system. 3. Redistribution of functions.	I V "Weakness and Threats" 1. Technical upgrade through equipment upgrades. 2. Modernization of the work of accounting. 3. Reducing distribution costs.

The study of the internal environment is aimed at understanding what strengths and weaknesses the organization has. Strengths serve as the basis on which the organization relies in the competitive struggle and which it should strive to expand and strengthen. Weaknesses are the subject of close attention from management, which must do everything possible to get rid of them.

Thompson A.A. and Strickland A.D. proposed the following approximate set of characteristics, the conclusion of which should allow a list of the organization's strengths and weaknesses, as well as a list of threats and opportunities for it, concluded in the external environment.

Strengths:

outstanding competence;

· adequate financial resources;

· high qualification;

a good reputation among buyers;

well-known market leader;

Resourceful strategist in the functional areas of the organization;

the possibility of obtaining savings from the growth of production volume;

protection (at least somewhere) from strong competitive pressure;

appropriate technology;

cost advantage;

advantage in the field of competition;

availability of innovative abilities and the possibility of their implementation;

Proven management.

Weak sides:

· there are no clear strategic directions;

Deteriorating competitive position

outdated equipment;

· lower profitability because …;

lack of managerial talent and depth of knowledge of problems;

lack of certain types of key competency qualifications;

Poor tracking of the strategy implementation process;

Difficulties in solving internal production problems;

Vulnerability to competitive pressures

lagging behind in research and development;

Very narrow production line

Poor understanding of the market

Competitive disadvantages

· below average marketing ability;

· failure to finance necessary changes in strategy.

Opportunities:

Entry into new markets or market segments;

expansion of the production line;

increasing diversity in related products;

Adding related products

· vertical integration;

Possibility to join a group the best strategy;

acceleration of market growth.

Threats:

the possibility of new competitors;

Growth in sales of a replacement product;

slowdown in market growth;

Unfavorable government policy

increase in the competitive power of buyers and suppliers;

changing needs and tastes of customers;

unfavorable demographic changes.

The organization can supplement the list with those characteristics of the external and internal environment that reflect the competitive situation in which it is located.

SWOT method

SWOT (strength, weakness, opportunities and threats) is a widely recognized approach for analyzing the environment, which allows for a joint study of the external and internal environment. By applying the SWOT method, it is possible to establish lines of communication between the strengths and weaknesses that are inherent in the organization and external threats and opportunities. The SWOT methodology involves first identifying strengths and weaknesses, as well as threats and opportunities, and then establishing chains of links between them, which can later be used to formulate the organization's strategy.

After a specific list of the organization's strengths and weaknesses, as well as threats and opportunities, is drawn up, the stage of establishing links between them begins. To establish these links, a SWOT matrix is compiled, which has the following form (Fig. 2) .

On the left, there are two blocks (strengths, weaknesses), in which, respectively, all the sides of the organization identified at the first stage of the analysis are written out. In the upper part of the matrix, there are also two blocks (opportunities and threats), in which all identified opportunities and threats are written. At the intersection of the blocks, four fields are formed: SIV (strength and opportunities); SIS (strength and threats); WLS (weakness and opportunities); SLN (weakness and threats). In each of the fields, the researcher must consider all possible pair combinations and highlight those that should be taken into account when developing an organization's behavior strategy.

Fig.2. SWOT matrix

For those couples that have been selected from the SIV field, a strategy should be developed to use the strengths of the organization in order to get a return on the opportunities that have appeared in the external environment. For those couples who have found themselves in the field of SLV, the strategy should be built in such a way that, due to the opportunities that have appeared, they try to overcome the weaknesses in the organization. If the couple is on the SIS field, then the strategy should involve the use of the strength of the organization to eliminate the threat. Finally, for couples in the field of SLN, the organization must develop a strategy that would allow it to both get rid of the weakness and try to prevent the threat looming over it.

When developing strategies, it should be remembered that opportunities and threats can turn into their opposite. Thus, an untapped opportunity can become a threat if a competitor exploits it. Or vice versa, a successfully prevented threat can open up an organization additional features in the event that competitors could not eliminate the same threat.

5.2. Assessment of the competitive strength of the enterprise

The most promising way to determine how strong a firm is in its competitive position is to quantify, against competitors, each of the key success factors and each significant indicator of competitive strength. Most of The information outside the assessment of the firm's competitive position comes from previous studies. In the process of industry analysis and competitive analysis, key success factors and competitive criteria are identified, which divide market participants into leaders and outsiders. The study of competitors and their comparative assessment are the basis for determining the advantages and capabilities of the main rivals.

The first step is to compile a list of key success factors in the industry and key indicators their competitive advantages or disadvantages (usually 6-10 indicators are enough).

The second step is to evaluate the firm and its competitors for each indicator. In this case, it is preferable to use a scale from 1 to 10, but you can use ratings stronger (+), weaker (-) and about the same (=) if there is not enough information and the quantification is subjective (deceptively accurate).

The third step is the summation of the assessments of the strengths of each of the competitors and the calculation of the final indicators of their competitive strength.

The fourth step is to draw conclusions about the scale and degree of competitive advantage or disadvantage and determine those areas where the firm's position is stronger or weaker.

High estimates of indicators characterizing a particular strength indicate a strong competitive position and having a competitive advantage. On the contrary, low scores in this case indicate a weak competitive position and competitive shortcomings.

Table 1 provides two examples of competitive strength assessments. The first example uses unweighted estimates. In this case, each key success factor/competitive strength is assumed to be equally important. The company with the highest rating this factor, It has competitive advantage. The size of this advantage is reflected in the difference between the company's valuation and that of its competitors.

SWOT analysis- this is the definition of the strengths and weaknesses of the enterprise, as well as the opportunities and threats emanating from its immediate environment (external environment). Any organization is located and operates in the environment. Each action of all organizations without exception is possible only if the environment allows its implementation.

The external environment is a source that feeds the organization with the resources necessary to maintain its internal potential at the proper level. The organization is in a state of constant exchange with the external environment, thereby providing itself with the possibility of survival.

The internal environment of an organization is the source of its life force. It contains the potential that enables the organization to function, and, consequently, to exist and survive in a certain period of time. But the internal environment can also be a source of problems and even the death of the organization if it does not provide the necessary functioning of the organization.

In order to get a comprehensive picture of the internal environment of the organization and its weaknesses, it is necessary to identify a number of factors affecting it and analyze them. SWOT method is a widely recognized approach that allows for a joint study of the external and internal environment. The SWOT methodology involves first identifying strengths and weaknesses, as well as threats and opportunities, and then establishing chains of links between them, which will later be used to formulate the organization's strategy.

In general, conducting a SWOT analysis comes down to filling in the matrix shown in fig. 1, so-called. " matrices SWOT analysis". In the appropriate cells of the matrix, it is necessary to enter the strengths and weaknesses of the enterprise, as well as market opportunities and threats.

Figure 1 - SWOT Analysis Matrix

Strong sides enterprise - something that it excels in or some feature that gives you additional opportunities. Strength may lie in your experience, access to unique resources, availability advanced technology and modern equipment, highly qualified personnel, high quality of your products, your reputation trademark etc.

Weak sides enterprise is the absence of something important for the functioning of the enterprise or something that you have not yet succeeded in comparison with other companies and puts you in disadvantage. As an example of weaknesses, one can cite a too narrow range of manufactured goods, 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, we can cite the deterioration of the position of your competitors, a sharp increase in demand, the emergence of new technologies for the production of your products, an increase in the level of income of the population, etc. It should be noted that the opportunities in terms of SWOT analysis are not all the opportunities that exist in the market, but only those that your company can use.

Market threats- events, the occurrence of which may have an adverse impact on the enterprise. Examples of market threats: new competitors entering the market, tax increases, changing consumer tastes, declining birth rates, etc.

One and the same factor for different enterprises can be both a threat and an opportunity. For example, for a store that sells expensive products, the growth of household income may be an opportunity, as it will lead to an increase in the number of customers. At the same time, for a discounter store, the same factor can become a threat, as its customers with rising wages can move to competitors offering more high level service. So,

Step 1. Definition strong and weak sides. The first step of the SWOT analysis is the assessment own forces. The first stage will allow you to determine what are the strengths and weaknesses of the enterprise. In order to determine the strengths and weaknesses of the enterprise, you need to:

- Make a list of parameters by which you will evaluate the company;
- For each parameter, determine what is strong point enterprises, and that - weak;
- From the entire list, select the most important strengths and weaknesses of the enterprise and enter them into the SWOT analysis matrix (Fig. 1).

You can determine the main components of the SWOT matrix using an expert method.

Illustrate this methodology example. To evaluate the enterprise, we use the following list of parameters:

- Organization(here 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(production capacity, quality and wear and tear of equipment, quality of manufactured goods, availability of patents and licenses (if necessary), cost of your products, reliability of supply channels for raw materials and materials, etc. can be assessed)
- 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(here, the frequency of introducing 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 your consumers evaluate this quality), brand awareness, completeness of the assortment, price level, advertising effectiveness, enterprise reputation, the effectiveness of the sales model used, the range of additional services offered, the qualifications of the attendants).

Next, table 1 is filled in: the evaluation parameter is written in the first column, and the strengths and weaknesses of the enterprise that exist in this area are written in the second and third. For example, in table 1 there are several strengths and weaknesses in terms of "Organization" and "Production".

Table 1 - Determining the strengths and weaknesses of your enterprise

After that, 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 (Fig. 1).

Optimally, if you can limit yourself to 5-10 strengths and the same number of weaknesses, so as not to experience difficulties in further analysis.

Step 2. Definition market opportunities and threats. This stage will allow you to assess the situation outside the enterprise and understand what opportunities the enterprise has, as well as what threats to be wary of (and, accordingly, to prepare for them in advance).

The methodology for determining market opportunities and threats is almost identical to the methodology for determining the strengths and weaknesses of an enterprise:

1. Make a list of parameters by which you will evaluate the market situation;
2. For each parameter, determine what is an opportunity and what is a threat to the enterprise;
3. From the entire list, select the most important opportunities and threats and enter them into the SWOT analysis matrix.

Example. The following list of parameters can be taken as a basis for assessing market opportunities and threats:

1. Demand factors (here it is advisable to take into account the market capacity, the rate of its growth or contraction, the structure of demand for the company's products, etc.)
2. Factors competition(one should take into account the number of main competitors, the presence of substitute goods on the market, the height of barriers to entry and exit from the market, the distribution of market shares among the main market participants, etc.)
3. 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.)
4. Economic factors (taking into account the exchange rate of the ruble (dollar, euro), inflation rate, changes in the level of income of the population, tax policy of the state, etc.)
5. 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.
6. 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, level state support development of science, etc.)
7. Socio-demographic factors(you should take into account the size and age and sex structure of the population of the region in which the enterprise operates, the birth and death rates, the level of employment, etc.)
8. 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)
9. Natural and environmental factors(taken into account climate zone in which the enterprise operates, state environment, public attitude towards environmental protection, etc.)
10. And, finally, international factors (among them, the level of stability in the world, the presence of local conflicts, etc. are taken into account)

Table 2 - Identification of market opportunities and threats

Then you need to select the most important ones from the entire list of opportunities and threats. To do this, each opportunity (or threat) needs to be assessed on two dimensions, asking two questions: “How likely is it that this will happen?” and “How will this affect my business?”. Select those events that are highly likely to occur and have a significant impact on the business. These 5-10 opportunities and approximately the same number of threats are entered into the corresponding cells of the SWOT analysis matrix (Fig. 2).

So, the SWOT-analysis matrix is completed, and we see before us a complete list of the main strengths and weaknesses of the enterprise, as well as the prospects that open up for the business and the dangers that threaten it.

Step 3. Mapping strong and weak parties with market opportunities and threats will answer the following questions about further development your business:

1. How can I take advantage of emerging opportunities using the strengths of the enterprise?
2. What weaknesses of the enterprise can prevent me from doing this?
3. What strengths can be used to neutralize existing threats?
4. What threats, exacerbated by weaknesses in the enterprise, should I be most concerned about?

To compare the capabilities of the enterprise with market conditions, a slightly modified SWOT-analysis matrix is used (Table 3).

Table 3 - SWOT Analysis Matrix

OPPORTUNITIES

1. Emergence of a new retail network
2. etc.

1. Emergence of a major competitor
2. etc.

STRENGTHS

1. High quality products
3. etc.

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 you can reduce threats

Keep our customers from switching to a competitor by informing them about the high quality of our products

WEAK SIDES

1. High production cost
3. etc.

3. What can prevent you from taking advantage of opportunities

The new chain may refuse to purchase our products, as our wholesale prices are higher than those of competitors

4. The biggest dangers for the firm

An emerging competitor can offer the market products similar to ours at lower prices.

Filling in this matrix, we find that:

1. determined main directions development enterprises(Cell 1 showing how you can take advantage of the opportunity);
2. formulated main Problems enterprises to be resolved as soon as possible for successful business development (the remaining cells of Table 3).

Next stage there will be a definition of the optimal strategy, due to which the enterprise will be able to really improve results at minimal cost.

So the way SWOT analysis- this is the definition of the strengths and weaknesses of the enterprise, as well as the opportunities and threats emanating from its immediate environment (external environment), the comparison of which allows you to determine what steps can be taken to develop the enterprise, and what problems need to be urgently solved.

After conducting a SWOT analysis, you can more clearly present the advantages and disadvantages of the enterprise, as well as the situation on the market. This will allow you to choose best way business development, avoid dangers and make the best use of available resources, while taking advantage of the opportunities provided by the market.

Analysis of the strengths and weaknesses of the enterprise is a very important "direction in the activity of the enterprise. SWOT analysis method is able to effectively help in this and is widely used by enterprises around the world. A modern manager must be fluent in this method.

SWOT is an abbreviation for strengths (Strengths), weaknesses (Weaknesses), favorable opportunities (Opportunities), threat factors (Threats). A qualitative analysis of the prospects of the enterprise is carried out in order to clarify the above-mentioned aspects of its activities, the opportunities that open up to it and the impending threats. The strength and weakness of an enterprise must be judged in the context of its competitiveness. SWOT analysis helps develop an understanding of the circumstances in which an enterprise operates. This method helps to balance your internal strengths and weaknesses with those favorable opportunities and threats that the enterprise will have to face. This analysis helps to determine not only the capabilities of the enterprise, but also all available benefits ahead of competitors. The following are sample groups of questions for conducting a SWOT analysis. The first two groups concern internal factors. Strengths and weaknesses are analyzed. The second group of questions concerns external factors and includes opportunities and threats.

When designing questionnaires, it should be taken into account that too long lists lead to ambiguity or vagueness and make it difficult to identify what is really important. Strengths should be based only on facts. Thus, this method helps to identify key success factors (KSF), i.e. strengths and weaknesses of the enterprise, which have the greatest impact on the success of its activities. So, at the first stage, you need to analyze the following factors.

Internal factors. Strengths:

competence;

sufficient financial resources;

good competitive skills;

good reputation among consumers; recognized leadership of the enterprise in the market; the company has well-thought-out strategies in this field of activity;

availability of own technologies High Quality; availability of cost advantages for products and services; having advantages over competitors; Ability to innovate, etc.

Weak sides:

absence strategic direction; marginal position in the market; the presence of outdated equipment; low level of profitability; - unsatisfactory level of management; poor control;

weakness compared to competitors; backwardness in innovation processes; a narrow range of products; unsatisfactory image in the market; low marketing skills of the staff; lack of sufficient funding for projects, etc.

External factors. Favorable Opportunities:

work with additional consumer groups;

introduction to new markets or market segments;

expanding the range of products to satisfy a wider range of consumers;

product differentiation;

the ability of the enterprise to quickly move to more profitable strategic groups;

confidence in relation to firms-rivals;

rapid market growth, etc.

Threat factors:

arrival of new competitors;

increase in sales of similar products;

slow market growth;

unfavorable tax policy of the state;

changing needs and tastes of customers, etc.

Summarizing the above, the manager must be able to determine what strengths his company has, not only see, but also recognize its weaknesses. He must be aware of the opportunities that exist for the enterprise and take into account those threats that may prevent him from capitalizing on the opportunities.

To cope with threats and exploit existing opportunities, it is not enough just to be aware of them. If the enterprise is aware of the threat but does not confront it, it may fail in the market. On the other hand, an enterprise may have information about new opportunities, but not have the resources to implement them.

SWOT analysis involves interactive use of the matrix. On the left, two sections are distinguished (strengths, weaknesses), in which, accordingly, all the characteristics of the enterprise identified at the first stage of the analysis are entered.

At the top of the matrix, two sections are distinguished (opportunities and threats), and at the intersection of these sections, four fields are formed for further research:

1. "SIV" (strength and opportunities);

2. "SIS" (power and threats);

3. "SLV" (weakness and opportunities);

4. "SLU" (weakness and threats).

All relevant entries are made in these fields as suggestions as a result of the analysis of the interaction of the above characteristics.

It can be seen from the matrix that the most favorable opportunities for the existence of the enterprise are opened by the field "SIV". This field allows you to use the strengths of the enterprise in order to get a return on the opportunities that have appeared. The field "SLV" allows, due to the opportunities that have appeared, to try to overcome the weaknesses of the enterprise. The SIS field suggests that there are opportunities to use the forces of the enterprise to eliminate threats. The "SLU" field is the most dangerous for the enterprise. It is characterized by the weakness of the position of the enterprise and the danger of an impending threat.

The manager must also be aware that opportunities and threats can be reversed. So, unused opportunities of the enterprise can become a threat if they are used in time by a competitor. On the other hand, a successfully thwarted threat can put a firm in a strong position if competitors have not eliminated the same threat.

Strength and weakness, opportunities and threats of an enterprise, the most convenient and proven way to assess the strategic position of a company is a SWOT analysis.

The strength of an enterprise is what it excels at: skills, experience, resources, achievements (perfect technology, better customer service, brand recognition, etc.).

To evaluate OAO "Slavyanka" you can use the following list of parameters:

1. Organization (here the level of qualification of employees, their interest in lung development industry, the presence of interaction between departments of the enterprise, etc.)

2. Production (production capacity, quality and wear and tear of equipment, quality of manufactured goods, availability of patents and licenses (if necessary), production cost, reliability of supply channels for raw materials and materials, etc.) can be assessed.

3. Finance (production costs, availability of capital, capital turnover rate, financial sustainability of production, business profitability, etc. can be assessed)

4. Innovation (here, the frequency of introducing new products and services, the degree of their novelty (minor or major changes), the payback period for funds invested in the development of new products, etc. can be assessed)

5. Marketing (here you can evaluate the quality of goods / services (how this quality is assessed by consumers), the completeness of the assortment, the price level, the effectiveness of advertising, reputation, the effectiveness of the sales model used, the range of additional services offered, the qualifications of the attendants).

Table 11. Identification of strengths and weaknesses

Identification of strengths and weaknesses
Evaluation parameters	Strengths	Weak sides
1. Organization	High level of qualification and entrepreneurial spirit of the leader Corporate governance of an enterprise is considered as an important means of increasing the efficiency of an enterprise, ensuring greater availability and reducing the cost of capital, strengthening reputation
2. Production	Proven and reliable supplier of raw materials. The cost of production is lower than that of regional competitors Brands have high recognition rates The loyalty of many Russians to the domestic product, who believe that our products are more reliable; Efficient warehouse resource management There is an effective motivation system for employees of the enterprise, safe and comfortable working conditions are created, opportunities for professional growth and development are offered, and a certain level of social security is provided.	Product quality is inferior to some competitors High degree of wear and tear of some types of equipment, buildings and structures
3. Finance		Uneven cash flow
4. Innovation	Use of modern technologies and modern production equipment. As a result of the modernization, the main production processes were fully automated, production costs were significantly reduced, labor productivity was increased and the quality of products was improved. The enterprise makes significant investments in innovative developments, which allow, among other things, to find alternative analogues of certain raw materials Integration in the areas of production and development of new products
5. Marketing		The need to establish a guaranteed sales. For Western enterprises, marketing costs account for approximately 70-80% of the total cost of a product. Slavyanka's budget does not allow it to compete on equal terms with global players on this field;

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