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

The power and weakness, the possibilities and threats of the enterprise, the most convenient and tested way to assess the company's strategic position is SWOT analysis.

The power of the enterprise is what it succeeds: skills, work experience, resources, achievements (perfect technology, better customer service, product brand awareness, etc.).

Weakness is the absence of something important in the functioning of the company that she does not succeed compared to others. After identifying the strengths and weaknesses, they are carefully studied and evaluated. From the point of view of the formation of a strategy, the strengths of the enterprise can be used as the basis of the anti-crisis strategy. If they are not enough, the enterprise managers urgently need to create a database 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 features and threats also largely determine the enterprise anti-crisis strategy. For this, all the possibilities of the industry, which can provide the potential profitability of the enterprise, and the threats that adversely affect the enterprise are evaluated. Opportunities and threats not only affect the state of the enterprise, but also indicate which strategic changes should be taken. The anti-crisis strategy should take into account the prospects that correspond to the capabilities and ensure protection against threats. An important part of the SWOT analysis is to assess the strengths and weaknesses of the enterprise, its capabilities and threats, as well as the conclusions about the need for certain strategic changes.

To assess Slavyanka OJSC, you can use the following list of parameters:

1. Organization (the level of staff qualifications may be assessed here, their interest in development light industry, the presence of interaction between the departments of the enterprise, etc.)

2. Production (may be evaluated production capacity, quality and degree of equipment wear, quality of the goods manufactured, the presence of patents and licenses (if necessary), production costs, the reliability of the supply channels of raw materials and materials, etc.)

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

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

Marketing (here you can evaluate the quality of goods / services (as the quality is assessed by consumers), fullness of the range, price level, efficiency of advertising, reputation, efficiency of the sales model used, the range of additional services, the qualifications of the service personnel).

Table 11. Determination of the strengths and weaknesses

Determination of the strengths and weaknesses
Evaluation Parameters	Strengths	Weak sides
1. Organization	- high level of qualifications and business entrepreneurial - Corporate governance The company is considered as an important means of improving the efficiency of the enterprise, to ensure greater availability and reducing capital costs, reputation
2. Production	- Verified and reliable supplier of raw materials. - the cost of products is lower than that of regional competitors - brands have high indicators of recognition - the loyalty of many Russians domestic product that our products are more reliable; - Effective management warehouse resources - for employees of the enterprise acts effective system motivation created safe and comfortable conditions labor is offered opportunities for professional growth and development, and a certain level is provided. social security	- Product quality is inferior to some competitors - high degree of wear of certain types of equipment, buildings and structures
3. Finance		- uneven flow of flow money
4. Innovation	- The 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, the level of labor productivity was increased and the quality of products was improved - the enterprise produces significant investments in innovative developments, which, among other things, to find alternative analogues of those or other raw materials - integration into Spheres of production and development of new products
5. Marketing	- Effective advertising campaign.	- The need to establish a guaranteed sales. - Western enterprises marketing costs are approximately 70-80% of general cost Product. The budget of "Slavs" does not allow equal to compete on this field with global players;

Zhzhzhzhzhzhzhzhzhzhzhzh

Analysis of the internal potential of Technosila LLC makes it possible to determine its strengths and weak business parties, makes it possible to estimate their relationship with factors external environment; the main task external Analysis - Determine and understand the possibilities and threats that may take place in the present or emerge in the future. The assessment of the strengths and weaknesses is the most important principle of improving the activities of any enterprise.

An analysis of the external environment of the organization was carried out on the basis of the consideration of the economic, political, market, competitive, technological, social and international factors of the enterprise and the allocation among them the most significant factors based on the size of the nature of the activities, the goals and other specific features of the organization under consideration.

Lists of weak and strengths of the organization, as well as external capabilities and threats are used to construct the SWOT matrix (Table 2.20).

We analyze the potential external opportunities and threats to the enterprise (Table 2.18).

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

Analysis of the internal environment of the organization was to survey the main functional zones Organizations in order to identify its strategic and weaknesses. The study included the identification of the most significant factors of the internal environment, the characteristics of their condition and development trends, assessing the direction and degree of influence of factors on the organization.

All internal, strong and weak sides The enterprises according to the analysis carried out are presented in Table 2.19:

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

SWOT matrix allows you to trace possible combinations The characteristics of the external environment (possibilities and threats), which are recorded in the upper part of the matrix, with strong and weak parties of the organization, which are recorded on the left side of the matrix (Table 2.20):

Table 2.20 - SWOT Matrix

	Opportunities (O) 1. The ability to enter new Russian and foreign markets. 2. Vertical integration. 3. Weakening the position of competitors' firms. 4. Financial Ability to absorb less solvent competitors 5. Constant update commodity range Manufacturers.	Threats (t) costly legislative customs requirements. Economic crisis - a fall in purchasing power. Market saturation household appliances. Growing consurability of consumers and suppliers. Remoteness from the largest Asian sales markets - higher shipping costs for the delivery of products to the consumer
Strengths (s) clearly organized enterprise development strategy. 2. Using advanced advertising and PR technologies. 3. High image image. 4. Improving receivables management.	I "Strength and opportunities" 1. The introduction of fundamentally new types of technical goods. 2. Exit to new markets. 3. Increase sales. 4. Mastering the new market share.	II "strength and threats" 1. Increase in the number of clients in the former market segment. 2. Implementing new sales technologies. 3. Permanent innovation activity.
Weaknesses (w) 1. Insufficient enterprise mobility. 2. High dependence on reducing demand and stage life cycle Enterprises. 3. The increase in circulation costs; 4. imperfect stock management.	III "Weakness and Features" 1. Study of the management system. 2. Improving stock management system. 3. Redistribution of functions.	I V "Weakness and Threats" 1. Technical update by upgrading equipment. 2. Modernization of the work of accounting. 3. Reducing the costs of circulation.

The study of the inner medium is aimed at clarifying how strong and weak parties the organization has. Strengths serve as a base on which the organization is based on a competitive struggle and which it should strive to expand and strengthen. Weaknesses are a subject of close attention from the leadership, which should do everything possible to get rid of them.

Thompson A.A. And Strickland A.D. They proposed the following approximate set of characteristics, the conclusion on which should allow the list of weak and strengths of the organization, as well as a list of threats and opportunities for it enclosed in an external environment.

Strengths:

· Outstanding competence;

· Adequate financial resources;

· high qualification;

· Good reputation for buyers;

· Famous market leader;

· Inventive strategist in the functional spheres of the organization's activities;

· The possibility of obtaining savings from production growth;

· Protection (at least somewhere) from strong competitive pressure;

· Suitable technology;

· Advantage in costs;

· Competition advantage;

· The presence of innovative abilities and the possibility of their implementation;

· Time proven management.

Weak sides:

· There are no clear strategic directions;

· Worsen competitive position;

· Outdated equipment;

· Lower profitability because ...;

· Lack of managerial talent and depth of ownership of problems;

· Lack of some types of key qualifications of competence;

· Poor tracking of the strategy implementation process;

· Difficulties in solving internal production problems;

· Vulnerability in relation to competitive pressure;

· Study and development lag;

· Very narrow production line;

· Weak report on the market;

· Competitive disadvantages;

· Below average marketing abilities;

· Inability to finance the necessary changes in the strategy.

Capabilities:

· Exit to new markets or market segments;

· Expansion of the production line;

· Increased diversity in interrelated products;

· Adding related products;

· Vertical integration;

· Ability to go to the group with best strategy;

· Acceleration of market growth.

Threats:

· The possibility of the emergence of new competitors;

· Growth of sales of the replacement product;

· Slowing market growth;

· An unfavorable government policy;

· Increasing the competitive power of buyers and suppliers;

· Changes in customer needs and taste;

· Adverse demographic changes.

The organization may supplement the list of the characteristics of the external and internal environment reflecting the competitive situation in which it is located.

Method Movie

Applied to the analysis of the medium Method Method (English) - power (Strength), weakness (Weakness), opportunities (Opportunities) and threats (Threats) - is a widely recognized approach that allows you to jointly study the external and internal environment. Applying the card method, it is possible to establish communication lines between the strength and weakness that are inherent in the organization and external threats and opportunities. The Methodology of Blue suggests first identifying strengths and weaknesses, as well as threats and opportunities, and then establishing chains of relations between them, which can be used to formulate the organization's strategy.

After a particular list of the weak and strengths of the organization, as well as threats and opportunities, is drawn up, the stage of establishing links between them. To establish these links, a matrix of the Matrix is \u200b\u200bcompiled, which has the following form (Fig. 2).

On the left, two blocks are distinguished (strengths, weaknesses), in which, accordingly, all the analysis of the organization identified at the first stage of the analysis is discharged. In the upper part of the matrix, two blocks (possibilities and threats) are also distinguished, in which all the identified opportunities and threats are discharged. At the intersection of blocks, four fields are formed: Siv (power and opportunity); SIU (power and threats); Union (weakness and opportunities); Sail (weakness and threats). At each of the fields, the researcher should consider all possible paired combinations and allocate those that should be taken into account when developing a strategy of the organization's behavior.

Fig.2. Matrix Matrix

With regard to those couples that were selected from the field of Siv, it is necessary to develop a strategy for the use of the strengths of the organization in order to obtain a return on the possibilities that appeared in the external environment. For those pairs, which were on the EMP field, the strategy should be built in such a way that at the expense of the opportunities that have appeared to try to overcome the weakness. If the pair is on the SIU field, the strategy should assume the use of the organization force to eliminate the threat. Finally, for couples on the field of service, the organization should produce such a strategy that would allow it to get rid of weakness, and try to prevent the threat hanging over it.

Making strategies should be remembered that opportunities and threats can move in their opposite. So, an unused possibility can be a threat if a competitor uses it. Or vice versa, successfully prevented threat can open before the organization additional features In the event that competitors could not eliminate the same threat.

5.2. Proof of the enterprise's competitive power

The most promising way to determine how tightly the company holds its competitive position is a quantitative assessment compared to the rivals of each of the key success factors and every significant indicator of competitive power. Most of Information out of the evaluation of the competitive position of the company comes from previous studies. In the process of analyzing the industry and competitive analysis, key success factors and competitive criteria are identified, which are divided by market participants on leaders and outsiders. Research of competitors and their comparative assessment are the basis for determining the advantages and capabilities of major rivals.

The first step is to draw up a list of key success factors in this industry and the most important indicators Their competitive advantages or shortcomings (usually 6-10 indicators are enough).

The second step is the assessment of the company and its competitors for each indicator. At the same time, it is preferable to use the scale from 1 to 10, but it is possible to use the estimates stronger (+), weaker (-) and approximately equally (\u003d), if the information is not enough and quantitative assessment is subjective (deceptively accurate).

The third step is the summation of estimates of the strengths of each opponent and the calculation of the final indicators of their competitive power.

The fourth step is the conclusions about the scale and degree of competitive advantage or lack and determination of those areas where the position of the company is stronger or weaker.

High estimates of indicators characterizing specific strength speak of a strong competitive position and the availability of competitive advantage. On the contrary, low estimates in this case indicate a weak competitive position and about competitive disadvantages.

Table 1 shows two examples of competitive strength estimates. In the first example, unbelievable estimates are used. In this case, it is assumed that each key success factor / competitive force is equally important. A company that has the highest rating on this factor, It has competitive advantage. The size of this advantage is reflected by the difference between the assessment of the company and the estimates of its competitors.

SWOT analysis - This is determining the strengths and weaknesses of the enterprise, as well as the possibilities and threats emanating from its nearest environment (external environment). Any organization is located and functions 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 of resources necessary to maintain its internal potential at the proper level. The organization is in a state of permanent exchange with the external environment, thereby ensuring the possibility of survival.

The internal environment of the organization is the source of it vitality. It contains that the potential that gives the opportunity to function, and, therefore, exist and survive at a certain period of time. But the internal environment can also be a source of problems and even the death of the organization in the event that it does not provide the necessary functioning of the organization.

To make a comprehensive idea of \u200b\u200bthe internal environment of the Organization and its weaknesses need to highlight a number of factors affecting it and give them an analysis. SWOT method It is a widely recognized approach that allows to carry out a joint study of the external and internal environment. The SWOT methodology suggests first the detection of strengths and weaknesses, as well as threats and opportunities, and after this establishment of chains of links between them, which will be used to formulate the organization's strategy.

In general, the conduct of SWOT analysis is reduced to filling the matrix shown in Fig. 1, so-called " matrians SWOT-Analysis" In the appropriate cells of the matrix, it is necessary to put the strengths and weaknesses of the enterprise, as well as market opportunities and threats.

Figure 1 - SWOT-Analysis Matrix

Strong parties Enterprises - what it succeeded or some feature that provides you with additional features. The power can be in your experience, access to unique resources, availability advanced technology and modern equipment, highly qualified personnel, high quality products manufactured by your fame brand etc.

Weak parties Enterprises - this is the absence of something important for the functioning of the enterprise or what you have not yet succeed compared to other companies and puts you in an unfavorable position. As an example of weaknesses, a too narrow range of products produced, poor reputation in the market, lack of financing, low level of service, etc.

Market capabilities - This is favorable circumstances that the company can use to obtain advantage. As an example of market opportunities, it is possible to determine the positions 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 possibilities from the point of view of SWOT-analysis are not all the possibilities that exist on the market, but only those that your enterprise can use.

Market threats - Events whose offensive can have an adverse effect on the enterprise. Examples of market threats: entering the market of new competitors, tax growing, changing buyers' tastes, decline in fertility, etc.

One And the same factor for different enterprises can be both a threat and the ability. For example, for the store trading in expensive products, the growth of income of the population may be the ability to increase the number of buyers. At the same time, for a discounter shop, the same factor may become a threat, as its buyers with growth wages can go to competitors offering more high level Service. So,

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

- draw up a list of parameters for which you will evaluate the enterprise;
- for each parameter to determine what is strong side enterprises, and what is weak;
- From the whole list to choose the most important strengths and weaknesses of the enterprise and put them in the SWOT-analysis matrix (Fig. 1).

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

Illustrate this methodology example. To assess the company, we will use the following list of parameters:

- Organization (The level of employee qualifications may be assessed here, their interest in the development of the enterprise, the availability of interaction between the departments of the enterprise, etc.)
- Production (Production capacity, quality and degree of equipment wear, quality of goods manufactured, availability of patents and licenses (if necessary), cost of your products, reliability of the supply channels of raw materials and materials, etc.)
- Finance (Care costs, capital availability, capital turnover rate, financial sustainability of the enterprise, business profitability, etc.)
- Innovation (The frequency of introduction of new products and services in the enterprise can be estimated, the degree of their novelty (minor or cardinal changes), the payback period of funds invested in the development of new products, etc.)
- Marketing (Here you can evaluate the quality of goods / services (as this quality is assessed by your consumers), the fame of the brand, the completeness of the range, the price level, the efficiency of advertising, the enterprise's reputation, the effectiveness of the sales model used, the range of the proposed additional services, the qualifications of the service personnel).

Next is filled in Table 1: The rating parameter is recorded in the first column, and in the second and third are the strengths and weaknesses of the enterprise that exist in this area. For example, in Table 1, several strong and weaknesses according to the "Organization" and "production" parameters.

Table 1 - Determination of the strengths and weaknesses of your company

After that, from the entire list of strengths and weaknesses of the enterprise, it is necessary to choose the most important (the strongest and weaknesses) and write them into the corresponding cells of the SWOT-analysis matrix (Fig. 1).

Optimally, if it can be limited to 5-10 strong and the same amount of weaknesses so as not to experience difficulties with further analysis.

Step 2. Definition market opportunities and threats. This stage will allow to assess the situation outside the enterprise and understand which enterprises have opportunities, as well as what threats should be feared (and, accordingly, to prepare in advance).

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

1. Make a list of parameters for which you will evaluate the market situation;
2. For each parameter, determine what is the possibility, and what - the threat to the enterprise;
3. From the whole list, select the most important opportunities and threats and bring them into the SWOT-analysis matrix.

Example. As a basis for evaluating market opportunities and threats, you can take the following list of parameters:

1. Inquiry factors (here it is advisable to take into account the capacity of the market, the rate of its growth or reduction, the structure of demand for the products of the enterprise, etc.)
2. Factors competition (It is necessary to take into account the number of main competitors, the availability of substitute goods on the market, the height of the market entry barriers and exit from it, the distribution of market shares between the main market participants, etc.)
3. Sales factors (attention must be paid to the number of intermediaries, the presence of distribution networks, the conditions of supply of materials and components, etc.)
4. Economic factors (the ruble exchange rate (dollar, euro) is taken into account, the level of inflation, a change in the level of income of the population, the tax policy of the state, etc.)
5. Political and legal factors (The level of political stability in the country is estimated, the level of legal literacy of the population, the level of law, the level of corruption of power, etc.)
6. Scientific and technical factors (It is usually taken into account the level of development of science, the degree of introduction of innovation (new products, technologies) in industrial productionLevel state support development of science, etc.)
7. Socio-demographic factors (It is necessary to take into account the number and sexual structure of the population of the region in which the enterprise works, the level of birth and mortality, the level of employment of the population, etc.)
8. Social and cultural factors (commonly taken into account traditions and system of values \u200b\u200bof society, the existing culture of consumption of goods and services available stereotypes of human behavior, etc.)
9. Natural and environmental factors (taken into account climatic zonein which the enterprise works, condition ambient, public relations to environmental protection, etc.)
10. And finally, international factors (among them the level of stability in the world is taken into account, the presence of local conflicts, etc.)

Table 2 - Determination of market opportunities and threats

Then you need to choose from the entire list of features and threats the most important. For this, each possibility (or threatening) needs to be evaluated by two parameters by setting two questions: "How high the likelihood of what happens?" And "how much can it affect my enterprise?". Choose the events that will occur with a lot of probability and have a noticeable effect on the business. These 5-10 capabilities and approximately the same threats are recorded in the corresponding cells of the SWOT-analysis matrix (Fig. 2).

So, the SWOT-analysis matrix is \u200b\u200bfilled, and we see the full list of the main strengths and weaknesses of the enterprise, as well as the prospects for the business and threatening hazards.

Step 3. Comparison strong and weak party from market opportunities and threat will allow you to answer the following questions regarding further development Your business:

1. How can I take advantage of opening capabilities using the strengths of the enterprise?
2. What are the weaknesses of the enterprise can I interfere with this?
3. Due to what strengths can you neutralize the existing threats?
4. What threats exacerbated by the weak parties of the enterprise, do I need to be most afraid?

To compare the capabilities of the enterprise, a slightly modified SWOT-analysis matrix is \u200b\u200bapplied to the market conditions (Table 3).

Table 3 - SWOT-Analysis Matrix

CAPABILITIES

1. The emergence of a new retail network
2., etc.

1. The emergence of a major competitor
2., etc.

Strengths

1. High quality products
3. etc

1. How to take advantage of

Try to enter the number of suppliers of the new network, making an emphasis on the quality of our products

2. Due to what can reduce the threat

Hold our buyers from the transition to a competitor, informing them about the high quality of our products.

WEAK SIDES

1. High cost of production
3. etc

3. What can interfere with the possibilities

The new network may refuse the purchases of our products, as our wholesale prices are higher than that of competitors

4. The greatest hazards for the company

The competitor appeared can offer the market for our products similar to ours at lower prices.

Filling this matrix, we will find that:

1. Determined maintenance directions development enterprises (Cell 1, showing how to use opening options);
2. Formulated maintenance problems enterprisessubject to a speedy solution for successful business development (other cells of Table 3).

Follow stage There will be a definition of an optimal strategy, at the expense of which the company will actually improve the results with minimal costs.

Thus way SWOT analysis - This is determined by the strengths and weaknesses of the enterprise, as well as the possibilities and threats emanating from its closest environment (external environment), which makes it possible to determine which steps can be taken to develop an enterprise, and what problems should be urgently solved.

After the SWOT analysis, you can more clearly present the advantages and disadvantages of the enterprise, as well as the market situation. This will allow you to choose optimal way Business development, avoid dangers and maximally use the resources available at the disposal, using the marketable opportunities provided by the market.

Analysis of the strengths and weaknesses of the enterprise is a very important "direction in the activities of the enterprise. SWOT-analysis method It is able to effectively help this and is widely used by enterprises all over the world. The modern manager is obliged to perfectly own this method.

SWOT. - This is an abbreviation designation of strengths (Strengths), weaknesses (Weaknesses), favorable opportunities (opportunities), threat factors (Threats). Qualitative analysis of the prospects of the enterprise is carried out in order to clarify the above-mentioned parties to its activities that have opened opportunities and impending threats. The power and weakness of the enterprise should be assessed in the context of its competitiveness. The SWOT analysis helps to develop an understanding of the circumstances in which the enterprise operates. This method helps to balance their internal strengths and weaknesses with those favorable opportunities and threat factors with which the enterprise will have to face. This analysis helps to determine not only the possibilities of the enterprise, but all affordable advantages Before competitors. Below are approximate groups of issues for SWOT-analysis. The first two groups concern internal factors. The strengths and weaknesses are analyzed. The second group of issues concerns external factors and includes favorable opportunities and threat factors.

When drawing up questionnaires, it should be noted that too long lists lead to ambiguity or vagueness and make it difficult to identify really important. Strengths should be based only on facts. Thus, this method helps to identify key success factors (CFU), i.e. The strengths and weaknesses of the enterprise that have the greatest impact on the success of its activities. So, at the first stage, it is necessary to analyze the following factors.

Internal factors. Strengths:

competence;

availability sufficient financial resources;

the presence of good competitive skills;

good reputation for consumers; recognized leadership of the enterprise in the market; the existence of well-thought-out strategies in this field of activity;

availability of own technologies high Quality; availability of costs for products and services; Availability of advantages over competitors; Innovation ability, etc.

Weak sides:

absence strategic Direction; marginal position on the market; availability of outdated equipment; Low profitability; - unsatisfactory level of management; bad control;

weakness compared to competitors; backwardness in innovation processes; narrow product range; unsatisfactory image in the market; Low marketing skills in personnel; lack of sufficient project financing, etc.

External factors. Favorable opportunities:

work with additional groups of consumers;

introduction into new markets or market segments;

expansion of the range of products to meet the wider range of consumers;

differentiation of products;

the company's ability to quickly move to more favorable strategic groups;

confidence regarding rival firms;

rapid growth of the market, etc.

Factors Threats:

the arrival of new competitors;

increasing sales of similar products;

slow market growth;

unfavorable tax policy state;

changes in the needs and tastes of buyers, etc.

Summarizing the foregoing, the manager should be able to determine what strong parties his enterprise has, not only see, but also recognize in the weak parties. It must be aware of which enterprises have favorable opportunities, and to take into account those threat factors that may prevent benefit from favorable opportunities.

In order to cope with threats and use existing opportunities, not enough to know about them. If an enterprise knows about the threat, but does not oppose it, it may suffer defeat on the market. On the other hand, the enterprise can own information on new opportunities, but not to have resources for their implementation.

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

In the upper part of the matrix two sections (possibilities and threats) are allocated, and four fields are formed at the intersection of these sections for further research:

1. "Siv" (strength and opportunity);

2. "SIU" (power and threats);

3. "HB" (weakness and opportunities);

4. "SID" (weakness and threats).

All relevant records are entered into these fields as proposals as a result of analyzing the interaction of the above characteristics.

From the matrix it is clear that the most favorable possibilities of the existence of the enterprise opens the field "Siv". This field allows you to use the strengths of the enterprise in order to get the return on the emerging opportunities. The field "HBA" allows at the expense of the emerging opportunities to try to overcome the existing weakness from the enterprise. The "SIU" field suggests the availability of the use of the enterprise forces to eliminate threats. The "SID" field is the most dangerous to the enterprise. It is characterized by the weakness of the enterprise's position and the danger of an impending threat.

The manager should also know that opportunities and threats can go to their opposite. So, unused opportunities of the enterprise can be a threat if a competitor uses them on time. On the other hand, successfully prevented threat can provide an enterprise a strong position if competitors have not eliminated the same threat.

The power and weakness, the possibilities and threats of the enterprise, the most convenient and tested way to assess the company's strategic position is SWOT analysis.

The power of the enterprise is what it succeeds: skills, work experience, resources, achievements (perfect technology, better customer service, product brand awareness, etc.).

To assess Slavyanka OJSC, you can use the following list of parameters:

1. Organization (the level of staff qualifications may be assessed here, their interest in development easy Industry, the availability of interaction between the departments of the enterprise, etc.)

2. Production (production facilities, quality and degree of equipment wear, quality of goods manufactured, availability of patents and licenses (if necessary), production cost, product reliability of raw materials and materials supply channels, etc.)

3. Finance (production costs of production, capital availability, capital turnover rate, financial stability, business profitability, etc.) are estimated.

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

5. Marketing (here you can evaluate the quality of goods / services (as the quality is assessed by consumers), fullness of the range, price level, efficiency of advertising, reputation, efficiency of the sales model used, the range of accessories of the additional services, the qualifications of the service personnel).

Table 11. Determination of the strengths and weaknesses

Determination of the strengths and weaknesses
Evaluation Parameters	Strengths	Weak sides
1. Organization	High level of qualifications and business entrepreneurial Corporate management of the enterprise is considered as an important means of improving the efficiency of the enterprise, ensuring greater availability and reducing capital costs, reputation
2. Production	Proven and reliable supplier of raw materials. Product costs are lower than regional competitors Brands have high indicators of recognition The loyalty of many Russians is the domestic product that our products are more reliable; Effective management of warehouse resources An effective motivation system has been operating for employees of the enterprise, safe and comfortable working conditions have been created, opportunities are offered for professional growth and development, and a certain level of social security is provided.	Product quality is inferior to some competitors. High degree of wear of some types of equipment, buildings and structures
3. Finance		Uneven flow of cash flow
4. Innovation	The use of modern technologies and modern manufacturing equipment. As a result of the modernization, the main production processes were fully automated, production costs were significantly reduced, the level of labor productivity and improved the quality of products increased. The company produces significant investments in innovative developments that allow, among other things, to search for alternative analogs of certain raw materials. Integration in the spheres of production and development of new products
5. Marketing		The need to establish a guaranteed sales. Western enterprises in marketing costs are approximately 70-80% of the total cost of the product. The budget of "Slavs" does not allow equal to compete on this field with global players;

Also on the topic

How was his career?

Do you agree with the approval of Winston Churchil: "The courage is not in vain considered to be the highest virtue, because in the courage of the key to other positive qualities"

Norbert Wiener - Cybernetics or Management and Communication in Animal and Machine Brief Biography Wiener

Norbert Wiener - Cybernetics or Management and Communication in Animal and Machine Who is Norbert Winner and

Alexander Valentinovich Turchinov - biography, compromising, photos