Introduction

Chapter 1. The concept of the analysis of the strengths and weaknesses of the enterprise and the method of its holding ................................... .................................................. ..................... five

Chapter 2. Practical part ............................................. ................................. nine

2.1. Organizational economic characteristics CJSC "Belgorod cement" ............................................. .................................................. .............................. nine

2.2. Analysis of the strengths and weaknesses of CJSC Belgorod cement ............. 14

2.2.1. Analysis of competition ................................................ ............................... fourteen

2.2.2. Marketing and sales system .............................................. .................... fifteen

2.2.3. Analysis of the financial condition ............................................... ............... eighteen

2.2.4. A consolidated analysis of the strengths and weaknesses ........................................... 20

Conclusion

List of literary sources

Relevance and problematic research. To properly evaluate the work of enterprises in conditions market economy It is necessary to conduct a permanent and comprehensive study of the markets to which they came out and want to entrenched and carry out their activities. For this, PEST analysis is conducted - political assessment, economic (Economic), social (Social) and technical (technical) factors. But the management of the enterprise should clearly know about the inner state of their enterprise.

When analyzing the markets, the following indicators are of the greatest interest:

Market capacity, that is, possible sales of a product of a product;

Conjunctural and forecast sales studies;

Customer behavior studies;

Study of the practice of competitors;

The instrumental of such studies may be an analysis of the strengths, weaknesses of the enterprise, its capabilities and dangers.

The strengths of the enterprise - what it succeeded or some feature providing additional features. Strength can be in existing experience, access to unique resources, presence of advanced technology and modern equipment, highly qualified personnel, high quality products manufactured by you, fame brand etc.

The weaknesses of the enterprise are the absence of something important for the functioning of the enterprise or what is not yet possible compared to other companies. 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.

The main purpose of this work is to study the methodology for analyzing the strengths and weaknesses of the enterprise of modern industries of building materials (hereinafter referred to as PSM).

In accordance with the purpose of the study, the following tasks were delivered:

1. To define the concept of analyzing the strengths and weaknesses of the enterprise in systematic strategic management.

2. Consider the organizational and economic characteristics of the enterprise.

3. Show basic enterprise competitors.

4. Reflect the value and tasks of the enterprise marketing system.

5. Analyze the financial condition of the enterprise.

6. To analyze the strengths and weaknesses of the enterprise.

The object of research in this work is CJSC Belgorod Cement.

The subject of research is strong and weak sides Enterprises.

The theoretical and methodological basis of the study are: works, textbooks and monographs of domestic and foreign authors in the field of management theory, marketing, economics, periodical print materials, methodical instructions, Resources global Network Internet.

The information base of this study is represented by the following sources:

1) accounting and financial statements CJSC Belgorod Cement over the past 3 years;

2) statistical information of the planning and economic department of the enterprise over the past 3 years;

3) Materials of marketing research of the building materials market.

Chapter 1. The concept of analyzing the strengths and weaknesses of the enterprise and the methodology for its conduct

Analysis of the strengths and weaknesses of the enterprise is to assess the entity by the enterprise internal forces to take advantage of the possibilities and inner weaknesses that may complicate future problems associated with external hazards. The method used to diagnose internal problems is called a management survey. It is based on a comprehensive study of the various functional zones of the organization and, depending on the task, it may be methodically simple and more complex.

For the purposes of strategic planning in the survey, it is recommended to include 5 functional zones: marketing, finance (accounting. Accounting), production, personnel, organizational culture and the image of the organization.

1. Marketing zone.

When analyzing the marketing functions, 7 use elements are allocated:

a) market share and competitiveness. The market share in% to its total capacity is one of the most important indicators characterizing the success of the enterprise, because There is a relationship between the share of the enterprise market and its profitability; At the same time, this is the essential goal of most firms, and management constantly controls it. It is not necessary to control the market completely or occupy the prevailing position there.

b) diversity and quality of the range. Largely determines
stability of the enterprise; But here are possible different approaches: one firm
produces a limited range and sees its main success in
providing product quality, mastering 1-2 products per year; Another company annually develops dozens and hundreds of new products. When establishing
Short-term and long-term goals are mandatory that the top management of the enterprise constantly controlled and evaluated the range of products.

c) Market demography.

The study of changes in the market and in the structure of clients is a difficult task for the management of the enterprise, further complicates its stratification of society, changing the level of income of the bulk of the population, a change in social values.

d) market research and development.

To maintain the competitiveness of the organization, it is necessary to conduct broad research and development of new goods and services, as well as new markets, which makes it possible to quickly respond to changes in demand and develop new markets in time.

e) pre-sale and after-sales service of customers.

Customer service feature today is the weakest place in entrepreneurship. Effective and good after-sales service contributes more Sales, formation and preservation of buyers' loyalty to the firm allows you to establish elevated prices.

The company can expect a success on the market only if it has active and competent sales, aggressive, creative advertising and promotion of goods and services.

g) Profit.

Generalizing performance indicator commercial organizations; Permanent control over the profit of various activities, goods and services is an important function of marketing.

A non-profit organization is paramount importance to the effectiveness of its operations, for it, efficient delivery of goods or services serves as the main element of marketing.

2. Finance (account. Accounting)

The financial condition of the enterprise largely determines which strategy leadership will choose for the future. A detailed analysis of the financial condition helps to identify the existing and potentially weaknesses of the enterprise. As a rule, the analysis is carried out by the financial audit methods - this time-consuming work requires a lot of time and attracting a large number of employees. It is necessary to strive so that the financial audit does not interfere with the normal functioning of the enterprise during its implementation.

3. Production.

A permanent analysis of production management is of great importance for timely adaptation of the internal structure of the enterprise to changes in the external environment and survival in a competitive environment.

During the analysis, you need to get an answer to questions: Can the company produce goods and services with smaller costs than that of competitors costs? Is there any access to new materials? Does the enterprise depends on the only supplier or have a choice? What is the equipment, is it new and is it well served? Is the procurement system designed to reduce material reserves and accelerate the sale of products? Are there control mechanisms for incoming materials, their movement in production and exiting products? Can an enterprise serve markets that cannot serve its competitors? Does the enterprise have an effective product quality control system? How good the enterprise planned the production process, and is it possible to improve it?

4. Personnel (human resources).

The solution of many problems of improving the enterprise depends on ensuring the production and management of qualified specialists.

When analyzing the functions of human resources, it is recommended to answer questions: how to characterize the type of employees working at the present time in the organization, and what will be required from them in the future? What are the competence and preparation of the highest management of the enterprise? Is there a plan of continuity of senior positions? Is there an effective and competitive reward system? Is the preparation and advanced training of manifeships? Are there any cases from the enterprise leading experts and why? Does the enterprise operate in the enterprise the system of evaluating working personnel, and when such an assessment was held for the last time?

Analysis of each of the issues separately and the complex assessment of human resources will allow to identify potentially weaknesses in this functional area and take adequate measures.

5. Organizational culture and image of the enterprise.

Organizational social environment Consists of people: managers subordinate, informal leaderscolleagues. Organizational culture develops from the behavior of people in the organizational environment.

Under organizational culture Understand the holistic system of developed in the organization and characteristic of its members of the models of behavior, customs, morals, expectations. Culture - the result of social impacts is transmitted and maintained mainly through training; Inside the company manifests itself through behavior. Many behaviors are absorbed directly through strategies, plans, procedures.

The image of the enterprise is determined by the impression that is created with the help of employees, customers and communication in general. The culture and image of the enterprise is supported or weakened by a reputation: whether the enterprise is successively in its activities and achieve the goals, as it looks in comparison with other enterprises in this industry, whether it attracts good people.

Having revealed the strengths and weaknesses and weighing the factors according to the degree of importance, the manual can determine functional zonesrequiring immediate interference or may wait, as well as those that can be revealed to develop and implement the company's strategy.

Chapter 2. Practical Part

2.1. Organizationally - Economic characteristics of Belgorod Cement CJSC

Full and abbreviated name of the enterprise. Closed Joint-Stock Company Belgorod Cement, Belcement CJSC.

The registration date of the enterprise. Belgorod Cement is a legal entity and registered as a closed joint-stock company Belgorod Cement State Registration Chamber 25.04.96 (Certificate No. P-540.16.1).

Postal and legal address of the enterprise: 308015, Russian Federation, Belgorod, ul. Frunze, pl. Zemzavoda.

Main activities. Production of cement, clinker, chalk, potash-lime fertilizers, implementation construction work, mediation, implementation of own products and services in Russian Federation And abroad, services for the processing of davalic raw materials.

Organizationally - the application form of the enterprise. CLOSED JOINT-STOCK COMPANY. Legal status Joint-stock company, the rights and obligations of shareholders are determined in accordance with the Civil Code of the Russian Federation and the Law on Joint-Stock Companies ( the federal law July 8, 1999 No. 138-FZ).

Type of ownership. Private.

Inclusive B. state Register The Russian Federation of enterprises - monopolists: federal.

Organizational structure of enterprise management (see Appendix 1).

The main body of the Management CJSC Belgorod Cement is the general meeting of shareholders. In the intervals between general meetings, the Office is carried out by the Board of Directors, consisting of the Chairman of the Board of Directors, the Director General and five directors.

The decision of the annual general meeting of shareholders of Belgorod Cement CJSC from June 17, 2004 was chosen by the following composition of the Board of Directors: Baturin E. N. - Chairman of the Board of Directors, Baturin V.N., Burlakov O. L., Guz V. A., Solchezhansky OM, Fominov V. A., Edel K. E.

The Board of Directors on November 19, 2004 decided to election CEO CJSC Belgorod Cement Fominova Vasily Ivanovich from November 21, 2004.

The most important factor in the development of the CJSC Belgorod cement as enterprises using the strategy forward to integration is a rational organizational structure, that is, the type of control device inside the enterprise. The organizational structure is currently chosen to ensure the implementation of its strategy. Because over time, the strategy change, the guidelines are also made by the corresponding changes in the organizational structure.

The company uses a linear functional management structure. It represents the principle of building a management process on the functional subsystems of the organization (marketing, production, research and development, finance, personnel, etc.). For each of them, the hierarchy of services is formed, permeating the entire organization from top to bottom.

In vertically integrated companies between the main blocks of the structure (single-sectoral businesses), there is a close technological relationship. There is a need to form staff corporate groups that are engaged in monitoring, coordination and planning activities, as well as assessing the management of plans in different areas strategic and operational activities (marketing, production, etc.).

For example, the organization of foreign economic work at the enterprise consists of two parts. The production and economic activity on imports is engaged in the production and technical department headed by Ponomarev L.I., the export of marketing and foreign trade department, led by Derina O.F. They are engaged in marketing research, analysis of sales markets, price analysis, guarantees, financial reliability of firms wishing to cooperate with the enterprise. Therefore, the main mechanism for coordinating activities should be the planning of their interaction, carried out at the corporate level of management and the management system to highly centralized

Given that the interests of each of the departments are depending on the results of the activities of others, their leadership should be able to influence the decision-making processes related to the transfer of resources within the framework of the vertically integrated system.

Integration. CJSC Belgorod Cement is part of the Holding of OJSC Eurocement Group, which is the largest domestic holding specializing in the production and sale of cement, the capacity of which is achieved 33 million tons per year. The holding includes another 14 cement factories:

CJSC Belgorod Cement has two subsidiaries:

1. LLC "Record - Center". Activities: Wholesale and retail, warranty and post-warranty equipment repair.

2. LLC "Rodnichok". Activities: Food trade and public catering.

Economic characteristics.

Belgorod cement is one of the largest enterprises of the domestic cement industry. Its capacity is 2.6 million tons. In 2004, 1.7 million tons of cement released here or 13% more than in 2003. In total, in just 55 years of work, more than 100 million tons were shipped by enterprise. .

For the first 9 months of 2005, production increased by 15.4%. During this period, 1.45 million tons of cement was released.

The company produces products:

1. Portland cement (GOST 10178-85): PC 600 to; PC 550 to; PC 500 to;

PC 500 bass; PC 400 D20; SPC 400 to.

2. Portland cement for the production of asbestos-cement products (TU 21-26-18-91): (PCA), sem i 42.5 N and CEM II / A-S 32.5 N.

3. Clinker Portland cement.

All cement brands manufactured at the factory are certified in the voluntary certification system GOST R. Two brands are certified by the test laboratory for the organization of quality control of the Union of German cement plants (Düsseldorf, Germany) for EN-197-1: 2000 for compliance with SEM I 42.5 N and CEM II / AS 32.5 N. In addition, these cement marks are certified in Ukraine, Hungary, Poland, Slovakia, Estonia.

Plant's products have not yet been marked by various international organizations, and two types of cement of PC 500-to-B and PC 400-d 20 in 2004 were awarded the diploma "100 best goods of Russia".

The main economic and financial indicators of the enterprise are shown in Table. 1. And Table. 2.

Table 1

Shipment of products (tons)

The share of export products in shipment for 2004 amounted to 17%.

table 2

Dynamics of the most important economic and financial performance of the enterprise (thousand rubles)

The authorized capital of the enterprise is 168 920 rubles. Placed ordinary registered shares with a nominal value of 5 rubles in the amount of 39425 rubles and privileged personal shares with a nominal value of 5 rubles in the amount of 3359 rubles.

When setting the price, the company uses the pricing method "average cost plus profit." It seeks to appoint such a price for cement so that it completely covers all costs in its production, distribution and sales, including the fair rate of profit for the efforts and risk (Table 3).

Table 3.

Vacations and cost of cement (domestic market) (in russian rubles and US dollars per ton)

As you can see from this table, selling prices for products of Belgorod Cement CJSC are significantly lower in the country.

The average number of employees at the enterprise in 2004 amounted to 1337 people. Fund of remuneration of employees of a list of 267,615, 1 thousand rubles, of which the average monthly payments of social character per employee amounted to 162 rubles. The average monthly income per working for 2004 amounted to 20447 rubles.

2.2. Analysis of the strengths and weaknesses of CJSC Belgorod cement

2.2.1. Analysis of competition

The main competitors of the Belgorod cement CJSC in the cement market of the country are presented in Table. four.

Table 4.

Shares and capacity of enterprises in the cement market of Russia

For a visual image according to the table, we construct a chart.

Figure 2. Shares of enterprises in the cement market of Russia

One of the main competitors in the market of the European part of Russia and the main competitor in the market of Belgorod and the region is the company OJSC OKSKOMENT. The advantage of the Ostkska factory is that it is newer, and, therefore, more modern, and therefore equipment has a smaller wear and production technology more modern (dry method). The plant has a Finnish packaging line that allows you to reduce loss when taring. The quality of cement produced in Stary Oskol is not higher than Belgorod, but loses in price. Staroscolsky plant is 1.5 times with powerful Belgorod.

Thus, the Belgorod cement CJSC is a rather strong competitor of Oskolcement OJSC and OJSC Lipetskcement, this is more due to the export of cement, which, nevertheless, does not refute the strong position of the enterprise.

2.2.2. Marketing and Sales System

The exacerbation of the competitive struggle in the cement industry market objectively increases marketing demand as the main market research tool.

Marketing activities in the enterprise represents a set of activities that are intended to study such issues as:

Study of the consumer;

Study of the motives of his behavior in the market;

Analysis of the actual market of the enterprise;

Product research;

Analysis of forms and distribution channels;

Analysis of the volume of the enterprise;

Study of competitors, identification of forms and competition levels;

Determining the most effective ways to promote goods on the market.

In Belgorod Cement CJSC there is a marketing department, which is engaged in the study of the market, its problems and prospects; Conducts sales incentives (all sorts of advertising, exhibitions).

Marketers monitor the goods to meet Russian and European standards, was competitive and responded to consumer requests. Studying and demanding in the cement market, the marketing department specialists conduct research to study the capacity and nature of the market, the level of price and price elasticity of supply and demand, degrees and conditions of market competition and take appropriate decisions.

However, the marketing department at the enterprise is not engaged in the development of assortment and product policies. To do this, in CJSC Belgorod Cement there is a sales department. The sales department has a sales manager, which is engaged in the operation of demand for goods and is developing a set of sales incentives. This department also also has a governing assortment, which is engaged in the study of factors affecting the formation of the company's assortment and implements an assortment policy conducted by the enterprise.

Since the enterprise CJSC Belgorod cement uses a limited growth strategy, then with this strategy, the development goals are established "from the achieved" and are corrected for changing conditions.

The main channels for distributing plant products are: enterprises retail; wholesale enterprises; Directly sales department at the enterprise.

The advantageous geographical location of the enterprise (42 km from the Russian-Ukrainian border) allows you to successfully carry out export-import operations. The shortest path to the ports of the Azov and Black Seas, to Europe transit through Ukraine makes it possible to export products with the least costs For delivery to partners. The established production relations with freight forwarding firms and ports make it possible to make the plant to deliver products at the request of partners around the world.

The largest consumers of cement CJSC Belgorod cement are Belgorod enterprises producing building materials based on it. OJSC "Belasi" every year more than 16% of cement are supplied. Also sales of cement is carried out in the Moscow region, Smolensk, Kursk and other areas (Table 5).

Table 5.

The largest consumers of cement CJSC Belgorod cement

Enterprises	Consumption	share,%
OJSC "Belasi", Belgorod, ul. Michurina	300000	16,5
OJSC "Belgorod Plant ZBBK-1", ul. Communal 5.	20000	1,1
OJSC BelgorodstroyDal, ul. Michurina	15000	0,8
Mostotrans - 18, Moscow st. Earthworks	10000	0,55
Mostotrans - 90, Moscow region, Dmitrov	8000	0,45
Dmitrovsky ZBBK, Moscow region, Dmitrov	9000	0,5
CJSC "Smolensk Plant Zhby-2", Smolensk	19000	1,04
OJSC Kursk Plant KPD, Kursk	8000	0,45
Store ZAO "Belgorod cement"	36000	2
Others	1399 800	76,6
TOTAL	1824 800	100

Thus, the main consumers of cement are enterprises that produce prefabricated reinforced concrete structures and products, trade concrete, mortar, asbestos-cement products, as well as house-building combines, construction organizations, carrying out housing, civil and industrial construction. In addition, there is a fairly promising group of cement consumers - the population that uses cement for individual, garden and civil construction.

The main forms of market stimulation at the enterprise are the media (newspapers, local television), visual agitation (advertising shields) and participation in international exhibitions.

The company has its own website on the Internet (www. Eurocem.ru), which contains a lot of advertising information (information about the company, partners, industry reviews, etc.) (see Appendix 2).

The plant participates in the exhibitions of building materials, passing both in Russia and abroad (Ukraine, Bulgaria, Yugoslavia, etc.).

2.2.3. Analysis of financial condition

Loans and loans for the beginning of 2004 amounted to 163,000 thousand rubles., At the end of the reporting period 287 170 thousand rubles. Credit history on loans and loans received from other organizations is attached (Table 6).

Table 6.

Costs for ordinary activities

Investment activity of the enterprise - investments in non-current assets amounted to:

On 01.01.2004 70 300 thousand rubles. On 01.12.2004 103 063Ts. Rubles.

Expenses for research, experimental and design and technological work amounted to:

On 01.01.2004 150 thousand rubles. On 01.12.2004 123 thousand rubles

Expenditures on the development of natural resources amounted to:

On 01.01.2004, 801 thousand rubles. On 01.12.2004 768 thousand rubles.

Accounting and depreciation of fixed assets are presented in Table. 7.

Table 7.

Fixed assets (thousand rubles)

Name		Received
For the beginning of the year	At the end of the year
Constructions
Machines and equipped.
Vehicles
Production and hoz. Inva R
Perennial Nazakh.
Land
Depreciation of fixed assets
Name			For the beginning of the year		At the end of the year
Buildings and constructions
Machinery, Equipment, Transportation CP
Transmitted OS objects
On preservation

The organization applies a linear way to write off the R & D spending, the accepted deadline for development is established for 3 years.

Due to the effective use of production facilities, the indicators of the entire production activity of the enterprise increased. In 2004, its capacity was used by clinker by 86.8%, according to cement on -64.4%, which influenced the results of the work for the past period.

The cost of property for the past period is provided in Table. eight

Table 8.

The cost of property at the end of 2004

The cost of property and sources of its acquisition over the past period increased. In general, the property has become more at 130583 thousand rubles. The increase in the property of the enterprise was mainly due to the acquisition of equipment and indicates the preservation of property potential. [8]

2.2.4. Consolidated analysis of strengths and weaknesses

To assess the strengths and weaknesses of the enterprise, we use Table 9.

Table 9.

Strong and weaknesses of the enterprise

Aspect of the medium	Strengths	Weak sides
1. Production.	1. High competitiveness of products. 2. Ability to produce products at the level of world quality standards. 3. Relatively high quality products, its permanent improvement. 4. There is own raw material base.	1. High energy intensity of production. 2. High prices. 3. Negative effect of production on the ecology of the region. 4. Products are produced by an outdated "wet method".
2. Frames.	1. Preparation and advanced training of industrial and scientific personnel. 2. Workers with experience. 3. Workers with higher technical education.	1. Lack of incentives for improving performance. 2. Frame fluidity. 3. Not a very high level of labor motivation.
3. Marketing.	1. Effective system Sales of finished products. 2. Collection of information about markets. 3. Wide distribution options for their products	1. Insufficient marketing research. 2. Not enough qualified marketing policy.
4. Organization.	1. Located partnership with suppliers. 2. Effective interaction of various structural divisions. 3. Clear labor separation, professional specialization.	1. Dependence on suppliers. 2. Lack of innovation departments.
5. Finance.	1. The company remains financially independent. 2. Quite fast turnover of funds. 3. A sufficient amount of own working capital.	1. Large amount of receivables. 2. The lack of long-term sources of financing.

It can be seen from this analysis that the weak parties of the enterprise are high energy intensity of production, high prices for produced products, negative impact of production on the environment of the region, etc. But all this can be avoided using the opportunity from the enterprise.

The main directions of development of the plant are:

· Satisfying the requirements of the construction complex in the range and construction and technical properties of cement;

· technical re-equipment and reconstruction of the plant in order to update fixed assets, the introduction of highly efficient energy-saving technologies and bringing the proportion of a dry method of cement production to 40-50%;

· Organization of production of new types of cement, taking into account the current requirements of the construction complex of Russia;

· Strengthening export potential;

· Improving production technologies and equipment for the release of cement;

· Reducing harmful emissions into the atmosphere and improving working conditions;

· Development and implementation of a new standard for cement harmonized in part technical requirements to the general construction cements with the European standard EN 197-1 and other sectoral standards;

· The widespread introduction of an automated system for taking into account fuel and electricity throughout the technological cycle of cement enterprises;

· Preparation and advanced training of industrial and scientific personnel.

For more complete satisfaction of the market with high-quality cement in 2004, the construction of a new cement grinding workshop with three cement mills with a capacity of 1 million tons was completed, which will bring the total cement grinding capacity to 3.6 million tons of cement per year.

Have you ever wondered about what makes a good warlord before the fight? He studies the field of the upcoming battle, looking for all winning hills and dangerous swampy places, assesses his strength and power of the enemy. If he does not do this, he will trust his army for defeat.

The same principles work in the business. Business is an endless series of small and large battles. If you do not appreciate the strengths and weaknesses of your enterprise before the battle, do not determine the market opportunities and threats (the most irregularities of the terrain who are gaining great importance in the midst of battle), your chances of success will decrease sharply.

In order to get a clear assessment of the forces of your enterprise and the market situation, there is a SWOT analysis.

SWOT.- Analysis is to determine the strengths and weaknesses of your enterprise, as well as opportunities and threats emanating from its nearest environment (external environment).

• Strengths (S.tRENGTHS) - the advantages of your organization;
• Weakness (W.eakneses) - disadvantages of your organization;
• Capabilities (O.pportUnities) - the factors of the external environment, the use of which will create the advantages of your organization on the market;
• Threats (T.hREATS) - Factors that can potentially worsen the position of your organization in the market.

The use of SWOT analysis will allow you to systematize all available information and, seeing a clear picture of the "Fields of Boy", to make decisions regarding the development of your business.

SWOT analysis in the marketing plan of your company

SWOT analysis is an intermediate link between the formulation of the mission of your enterprise and the definition of its goals and objectives. Everything happens in such a sequence (see Figure 1):

1. You have determined the main direction of the development of your company (its mission)
2. Then you weigh your strength and evaluate the market situation to understand whether you can move in the direction indicated and how it is better to do (SWOT analysis);
3. After that, you put a goal before your enterprise, given its real opportunities (determining the strategic goals of your company, which will be devoted to one of the following articles).

So, after the SWOT analysis, you will more clearly imagine the advantages and disadvantages of your enterprise, as well as the situation in the market. This will allow you to choose the optimal path of development, avoid dangers and maximize the use of resources available at your disposal, simply using the opportunities provided by the market.

Even if you are confident that it is so beautiful about everything is aware of everything, we still advise you to hold a SWOT analysis, since in this case it will help to structure existing information about the enterprise and the market and take a look at the current situation and opening prospects.

How to spend SWOT analysis

In general, the conduct of SWOT analysis is reduced to filling the matrix shown in Figure 2, the so-called. "SWOT-analysis matrices. In the appropriate cells of the matrix, it is necessary to make the strengths and weaknesses of your enterprise, as well as market opportunities and threats.

Strengths Your company is what it succeeded or some feature that provides you with additional features. The power can be in your experience, access to unique resources, the presence of advanced technology and modern equipment, high personnel qualifications, high quality products manufactured by your brand, etc.

The weaknesses of your company are 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 features are favorable circumstances that your enterprise can use to gain 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 your enterprise. Examples of market threats: entering the market of new competitors, tax growing, changing buyers' tastes, decline in fertility, etc.

Note: 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 a higher level of service.

So, we determined that it should be a result of SWOT-analysis. Now let's talk about how to come to this result.

From words - to business

Step 1. Determination of the strengths and weaknesses of your company

The first step of SWOT-analysis is the assessment of your own forces. The first stage will allow you to determine what the strengths and disadvantages of your company are.

In order to identify the strengths and weaknesses of your company, you need:

1. Draw up a list of parameters for which you will evaluate your enterprise;
2. For each parameter, determine what is the strength of your company, and what is weak;
3. From the whole list to choose the most important strengths and weaknesses of your enterprise and put them in the SWOT-analysis matrix (Figure 2).

We illustrate this technique as an example.

So, you have already done a significant part of the work on SWOT analysis of your company. Let us turn to the second step - to determine the possibilities and threats.

Step 2. Determination of market opportunities and threats

The second step of SWOT-analysis is a kind of "exploration of the area" - the market assessment. This stage will allow you to assess the situation outside your enterprise and understand what opportunities you have, and also what threats should be feared (and, accordingly, to prepare to them in advance).

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

Let us turn to the example.

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

1. Demand 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 your enterprise, etc.)
2. Competition factors (should take into account the number of your 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 (it is necessary to pay attention 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), the level of inflation, a change in the level of income of the population, the state tax policy, etc.)
5. Political and legal factors (the level of political stability in the country is assessed, the level of legal literacy of the population, the level of law, the level of corruption of power, etc.)
6. Scientific and technical factors (usually take into account the level of development of science, the degree of introduction of innovation (new products, technologies) in industrial production, state support for science development, etc.)
7. Socio-demographic factors (the number and sexual structure of the population of the region should be taken into account, in which your enterprise is working, the level of birth and mortality, the level of employment of the population, etc.)
8. Socio-cultural factors (commonly taken into account traditions and system of values \u200b\u200bof the Company, the existing culture of consumption of goods and services, available stereotypes of human behavior, etc.)
9. Natural and environmental factors (taken into account climatic zonewhich employs your company, environmental state, public attitudes towards 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.)

Further, as in the first case, you fill in the table (Table 2): In the first column, you write down the rating parameter, and in the second and third - existing capabilities and threats associated with this parameter. Examples in the table will help you deal with the preparation of the list of opportunities and threats to your company.

Table 2. Determination of market opportunities and threats

Evaluation Parameters	Capabilities	Threats
1. Competition	Market entry barriers increased: from this year it is necessary to obtain a license to occupy this type of activity	This year is expected to enter the market of a large foreign company-competitor.
2. Sales	A new retail network appeared on the market, which at the moment chooses suppliers	From this year, our largest wholesale buyer determines suppliers according to the results of the tender
3. etc

After filling in Table 2, as in the first case, you need to choose from the entire list of opportunities and threats the most important. For this, every feature (or threat) you need to evaluate in two parameters by setting yourself 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 will have a noticeable impact on your business. These 5-10 possibilities and approximately the same threat to bring into the corresponding cells of the SWOT-analysis matrix (Figure 2).

So, sWOT Matrix"Analysis is filled, and you see the full list of the main strengths and weaknesses of your enterprise, as well as the prospects for your business and threatening dangers. However, this is not all. Now you need to make the last step and compare the powerful and weaknesses with market opportunities and threats.

Step 3. Comparison of the strengths and weaknesses of your enterprise with the possibilities and threats of the market

Comparison of strengths and weaknesses with market opportunities and threats will allow you to answer the following questions regarding the further development of 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 prevent me in this?
3. Due to what strengths you can neutralize the existing threats?
4. What threats aggravated by the weak parties of the enterprise, do I need to fear most?

To compare the capabilities of your enterprise, a slightly modified SWOT-analysis matrix is \u200b\u200bused (Table 3).

Table 3. SWOT-Analysis Matrix

	CAPABILITIES 1. The emergence of a new retail network 2., etc.	Threats 1. The emergence of a major competitor 2., etc.
Strengths 1. High quality products 2. 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 price cost products 2. 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.

By filling out this matrix (in what, we hope, the examples offer you will be helped), you will find that:

1. defended The main directions of development of your enterprise(Cell 1 showing how you can use opening options);
2. formulated the main problems of your companysubject to a speedy solution for the successful development of your business (other cells of Table 3).

Now you are ready to set the goals and tasks of your company. However, we will talk about this in one of the following articles, and now we will focus on probably the question of interest to you:

Where to get information for the SWOT analysis?

In fact, most of the information necessary for the SWOT analysis is already available at your disposal. It is mostly, of course, data on the strengths and weaknesses of your enterprise. All you need to do is to collect all these disparate facts (taking accounting reports, production and sales departments, talks with your employees who have the necessary information) and streamline them. It will be better if you can draw to the collection and analysis of this information of several key employees of your company, since alone is easy to miss any important item.

Of course, information about the market (opportunities and threats) is somewhat more complicated. But here the situation is not hopeless. Here are a few sources from which you can learn useful information:

1. the results of marketing research, the reviews of your market, which are sometimes published in some newspapers (for example, "Business Petersburg", "Vedomosti", etc.) and magazines (for example, "practical marketing", "exclusive marketing", etc.);
2. reports and collections of the State Statistics Committee and Petersburg Complex (information on population, mortality rate and fertility, age-age and other useful data);
3. finally, you can get all the necessary information by ordering a marketing research from a specialized company.

More information about sources and methods for collecting information that you may need to conduct a SWOT analysis, we will tell in the following articles. And now - summarize the foregoing.

Summary

SWOT analysis - This is determining the strengths and weaknesses of your enterprise, as well as opportunities and threats emanating from its closest environment (external environment).

SWOT analysis will allow you to choose the best way to develop your business, avoid dangers and maximize the use of resources available at your disposal.

The procedure for conducting SWOT analysis is generally reduced to filling the matrix, which reflects and then the strengths and weaknesses of your enterprise and the possibility and threat of the market are compared. This mapping allows you to determine which steps can be taken to develop your enterprise, as well as what problems you need to urgently solve.

In the preparation of the article, the following materials were used:

Zavgorodaya A.V., Yampolskaya D. O. Marketing planning. - St. Petersburg: Peter. 2002. - 352c.

Koter F. Marketing Management. - St. Petersburg, Peter Kom, 1998. - 896c.

Solovyova D.V. Electronic course of modeling lectures. 1999.

Analysis of the strengths and weaknesses of the enterprise

Evaluation of strengths and weaknesses. The strengths are the experience and resources owned by the enterprise, as well as strategically important spheres Activities to win in a competitive struggle. Weaknesses are disadvantages and restrictions that prevent success.

There are many sources of the strengths and weaknesses of the enterprise, some of which are considered when analyzing the industry. Thus, the strengths include serious and explicit consumer preferences, the possibility of saving scale. Weak Party Enterprises are a serious dependence on the domestic market of direct sales, the inability to satisfy the needs of new market segments, etc.

The determination of strengths and weaknesses should be carried out in all directions of activity of the enterprise:

Organization and general management;

Production;

Marketing;

Finance and accounting;

Management of frames and others.

The following is a set of factors and key issues for their analysis in the field of production (Table 5).

Table 5.

Analysis of the strengths and weaknesses of the enterprise in the field of production

	Factors	Questions for analysis
1.	The cost of raw materials and its availability, relationships with suppliers	Do production facilities comply with modern requirements?
2.	Inventory control system, stock turnover	How efficiently used
3.	Location of production	Are there any
4.	Saving production	For the expansion of the production base? What is the return on research and development? Li Nir
5.	Capacity utilization efficiency, equipment progressive
6.	The degree of vertical integration, net products, profits
7.	Control over the process of cooking	To create fundamentally new products?
8.	Purchase
9.	Research and development, innovation
10.	Patents, trademarks and similar forms of protection of goods
11.	The amount of costs

Evaluation of the factors of the strengths and weaknesses of the enterprise is given in comparison with the market leader on the interval scale by assigning a certain weight to each factor, for example from 1 (insignificant) to 5 (outstanding).

Strong and weaknesses of the enterprise

Definition of major advantages. The company's strategy should take into account the strengths, weaknesses of the business and rely on its main advantages.

The main advantages characterize the exceptional competence (unique advantages) of the enterprise in solving the tasks.

Unique advantages are based on a particularly effective combination of resources that are divided into tangible and intangible.

Tangible resources - These are the physical and financial assets of the enterprise reflected in the balance sheet (fixed assets, stocks, cash etc.). They determine the technical competence of the enterprise. Related resources - This is usually high-quality business characteristics. These include:

Unacceptable assets not related to people - trademark, favorable location, prestige, image of the enterprise;

Related Human Resources - Special Knowledge: Personnel, Experience, Fame of Management Team.

In contrast to the strengths and weaknesses, for which an internal assessment is possible, the unique advantages of the enterprise should be perceived by consumers as such, i.e. Present for them known value.

For consumers, the fame of the brand (Confectionery Factory "Red October"), favorable location (Voronezh department store "Russia"), opening hours (24-hour pharmacies), highly qualified personnel (services of services), etc.

In the context of competition, the "erosion" of the unique advantages of the enterprise occurs, and over time they lose their strength. From the standpoint of importance for business, three categories can be distinguished key competencies:

1. "Exhaust", which are already adopted by the main competitors and turned into a kind of sectoral standards. They do not provide a competitive advantage and are a prerequisite for survival in the market.

2. "Unpromising", which currently retain strength, but in the near future they can become wide available. In the short and mid-term period, the company should protect such advantages and use them as much as possible. They cannot serve as the base of the long-term strategy.

3. "Sustainable" competencies that an enterprise can protect for a long time.

When developing a strategy, it is necessary to provide a reasonable assessment of available resources and unique advantages. Below is a list of key issues for their analysis:

What kind of unique advantages is the organization currently, how long will they preserve their strength and when they acquire the position of industry "standards"?

How can these advantages be "protected", are developed and used in the framework of the strategy?

Is an enterprise on the basis of available resources create new, original combinations of resources, which in the future can be transformed into its main advantages?

Are the unique advantages of the enterprise in its manufacturing, sales and scientific and technical policy?

3. Strategic analysis of costs and "chain of values"

The strategic analysis of costs based on the "chain of values" is aimed at identifying the strengths and weaknesses of the enterprise, as well as its competitive advantages. The value chain of a separate enterprise is shown in Fig. 10. Analysis of the "chain of values" comes from the assumption that the main economic goal of the enterprise is to create a value exceeding the real costs of production.

W M. Porter introduced the concept of "value of goods" and "chain of values". The cost of goods in understanding Porter is the amount that consumers agree to pay for the goods or services provided by the manufacturer. The traditional concept of value as socially necessary labor costs for the production of a unit of products in this case is not valid.

"Chain of Values" gives an idea of \u200b\u200bstrategically related species Enterprise activities and allows you to trace the process of creating value. In the "chain of values", the activities of the enterprise are divided into two types:

basic - associated with the production of goods, its sale and after-sales service; auxiliary - Providing basic processes. Each type of activity can contribute to the cost reduction and creation of a base for product differentiation and services. To achieve the competitive advantages of the "Chain of Values" should be considered as a system of activities with characteristic connections. Communication inside the chain determines the methods of mutual impact of certain types of activities on each other and largely affect their effectiveness. Therefore, they can serve as an additional source of enterprise advantages.

Effective linkage of sales processes, product production and procurement reduces the size of the reserves of both raw materials and the finished product. Purchase of dear, but more advanced equipment ultimately leads to a decrease in production costs and improving product quality.

It is possible to increase the competitiveness of the enterprise, reducing costs, improving or excluding individual elements and communications from the "value chain".

Questions for self-control

1. What is a SWOT analysis and what is it needed for?

A) SWOT - analysis is an analysis of the external and internal environment. It establishes the impact of media on the enterprise and the team,

B) SWOT - analysis is a study of the habitat of the enterprise and the team and their influence on the process development of the company,

C) SWOT - Analysis is a shipko, a false dynama, which has an excessive and impossible CPEFE. It serves the combination of hosts and the factory, which is used by the OPGNism, extrepisely ygposima and in place.

Answer: "B"

2. What threats may arise before Russian enterprises of various industries?

3. What is a sectoral analysis? Discuss the main areas of industry analysis.

4. What is the competitiveness of goods, technology, production, firms, industries, countries?

5. What is the principle of action of the Law of Competition?

6. Justify why you need to learn competitors. Do you always need to learn competitors?

7. Justify why you need to study consumers. Is it always necessary?

8. Analyze the methods used in managerial analysis. If possible, give examples from Russian practice.

9. What, in your opinion, restrains or makes it difficult to carry out a comprehensive analysis of the activities of Russian enterprises?

10. Name the main strategies to achieve competitive advantages. What are the risks associated with each of them?

Questions for monitoring

1. The implementation of the strategy provides:

A) the activation of managers of all levels;

B) allocation of funds for the implementation of the strategy;

C) the introduction of best practices and achievements of science in the process of implementing the strategy;

D) stimulating the implementation of the strategic design;

E) formation of corporate culture;

(E) Periodic reporting on the implementation of the strategy.

Answer: "A", "B", "G"

2. The main goal of the strategic analysis of the external environment of the organization is:

A) information that should be considered when formulating the organization's mission;

B) information about the threats that should be taken into account when developing a specific strategy of the organization;

C) studying the specifics of the product of a competitor.

Answer: "B"

3. Factors that determine the competitive power of the organization Supplier are:

A) the level of specialization of the supplier;

B) concentration of the supplier at work with specific clients;

C) Inflation rates and taxation norms.

Answer: "B"

4. What is the essence of SWOT-analysis?

5. Russian economy has competitive advantages and disadvantages?

6.Diagnosis of the enterprise is:

A) analysis of financial and production indicators;

B) quantitative and high-quality assessment of the enterprise in relation to the external environment, as well as the analysis of organizational, financial, industrial, management, personnel aspects;

C) Analysis of the place of the enterprise in a competitive environment.

Answer: "B"

7. Proceedings of business and companies are:

A) assessment of the efficiency of the enterprise;

B) assessment of the effectiveness of management activities at the enterprise;

C) assessment of the company's market value and business.

Answer: "B"

8.Sturation analysis is:

A) Analysis of the situation within the organization;

B) analysis of influencing factors and places of the enterprise in the surrounding business space;

C) Analysis of activities conducted depending on the current situation.

Answer: "B"

9. Analysis of market segments is:

A) analysis of the separation of the sales market by types of products;

B) analysis of the consumer market serviced by the enterprise;

C) Analysis of competing products on the market.

Answer: "A"

10. Segmentation of the strategic areas of business is:

A) the choice of promising markets for the organization;

B) division of the organization's activities on large blocks, corresponding to a separate, important and profitable for the organization of areas;

C) Separation of market sales markets for the enterprise.

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

SWOT is an abbreviation designation of strengths (Strengths), weaknesses (Weaknesses), favorable opportunities (opportunities), threat factors (Threats). Qualitative analysis of the prospects for the enterprise is carried out in order to clarify the parties mentioned above, its activities opening up with 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 It helps to determine not only the possibilities of the enterprise, but also all available advantages over 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.

Internal factors.Strengths:

■ competence;

■ Availability sufficient financial resources;

■ availability of good competitive skills;

■ Good reputation for consumers;

■ recognized leadership of the enterprise in the market;

■ the availability of well-thought-out strategies in this field of activity;

■ availability of own technologies high Quality;

■ availability of benefits for products and services;

■ availability of advantages over competitors;

■ the ability to innovate, etc.

Weak sides:

■ No strategic Direction;

■ marginal position in the market;

■ availability of outdated equipment;

■ Low profitability;

■ unsatisfactory level of management;

■ bad control;

■ weakness compared to competitors;

■ backwardness in innovation processes;

■ a narrow product range;

■ unsatisfactory image in the market;

■ Low marketing skills in personnel;

■ lack of sufficient financing of projects, etc.

External factors. Favorable opportunities:

■ Work with additional consumer groups;

■ introducing new markets or market segments;

■ expansion spectrum of products to meet a wider range of consumers;

■ product differentiation;

■ the ability of the company to quickly go to more favorable strategic groups;

■ confidence in rival firms;

■ rapid growth of the market, etc.

Factors Threats:

■ arrival of new competitors;

■ increase sales of similar products;

■ Slow market growth;

■ unfavorable tax policy state;

■ Changing the needs and tastes of buyers, etc.

Summarizing the above, the manager should be able to determine what strong parties his enterprise has, not only see, but also recognize in the weak sides. 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.

Based on the analysis performed at the second stage, the SWOT matrix is \u200b\u200bcompiled, presented in Fig. 4.2.

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) "EV" (weakness and opportunities);

4) "SER" (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.

Fragment from the book Simkin L., Dibb S.
"Practical Market Segmentation Guide"

A3.1. Introduction

Any segmentation begins with a comprehensive study of the market situation in which the company works and assess the types of capabilities and threats with which it may encounter. The starting point for a similar review serves SWOT analysis, one of the most common types of analysis in marketing. Simply put, SWOT analysis allows you to identify and structure the strengths and weaknesses of the company, as well as potential opportunities and threats. This is achieved due to the fact that managers must compare the domestic strengths and weaknesses of their company with the possibilities that the market gives them. Based on the quality of compliance, it is concluded that the organization should develop its business and ultimately determines the distribution of resources for segments.

This chapter will consider the strengths and weaknesses, opportunities and threats with respect to the segments learned or markets. To determine the relative importance of each of the listed components of SWOT, an extensive number of input data is required. Having studied this chapter, you build a SWOT analysis for each of its segments.

Objects within each element (for example, strengths) will be expressed by significance: the most important force will go, then the second and so on.

A3.2. SWOT-analysis rules

The simplest form view of the SWOT analysis results is shown in Fig. A3.1: The strengths and weaknesses, possibilities and threats are listed. Thanks to its conceptual simplicity, SWOT has become easily applicable to managers and as subject to incorrect use. It does not require extensive databases or formal preparation. Anyone who is a little familiar with the company and has an idea of \u200b\u200bthe market, can make a simple SWOT. On the other hand, an example inherent simplicity can lead to hasty and meaningless conclusions, full of such indefinite and ambiguous concepts, like - operational characteristic Product?,? Modern equipment?,? Prices?. In addition, users sometimes forget about objectivity and rely on outdated or unreliable information.

Fig. A3.1. SWOT analysis

To avoid the specified errors and extract the maximum use of SWOT-analysis, follow the next simple rules.

Rule 1.Carefully define the sphere of each SWOT-analysis. Companies often spend general analysiscovering all of their business. Most likely, it will be too generalized and useless for managers who are interested in opportunities in specific markets or segments. Focusing SWOT-analysis, for example, on a specific segment, ensures the identification of the most important strengths and weaknesses for it, opportunities and threats.

Rule 2. Understand the differences between the elements of SWOT: forces, weaknesses, opportunities and threats. The strengths and weaknesses are internal traits of the company, therefore, it is controlled. Opportunities and threats are associated with the characteristics of the market environment and beyond the influence of the organization.

Rule 3. The strengths and weaknesses can be considered as only if the buyers perceive them. It is necessary to include in the analysis only the most relevant advantage and weakness. Remember that they should be determined in the light of competitors' proposals. The strong side will be strong only when the market sees it. For example, the quality of the product will be by force only if it works better than the products of competitors. Finally, such strong and weaknesses can gain a lot, so they will not understand which of them the main. In order to avoid this advantage and weakness should be running in accordance with their importance in the eyes of buyers.

Rule 4. Be objective and use a versatile input information. Of course, it is not always possible to analyze the results of extensive marketing research, but, on the other hand, it is impossible to charge him to one person, since it will not be so accurate and deep as an analysis conducted in the form of a group discussion and exchange ideas. It is important to understand that SWOT analysis is not just a listing of suspicion of managers. It must be based on as far as possible on objective facts and research data.

Rule 5. Avoid extensive and ambiguous applications. Too often, SWOT analysis is weakened precisely because it includes such allegations, which, most likely, mean nothing for most buyers. The more accurate the wording, the more useful will be the analysis. This is confirmed by Fig. A3.2. For buyers notice will be perceived as poorly defined, deprived of meaning a statement. This element needs to be divided into somewhat more significant from the point of view of the buyer components: modern equipment?

Similarly, other statements from Figure can be analyzed. A3.2. Some of the resulting components will be related to buyers, some are not. The bottom line is that it is necessary to include only those that are perceived by the market and buyers as important.

Fig. A3.2. Example of bad SWOT analysis

A3.3. Elements of the Interior: Strong and Weaknesses

Under strong and weak parties, a wide variety of aspects of the Company's activities may be hidden. The following are the categories most often included in the analysis. Each SWOT is unique and may include one or two of them, and then all at once. Each element, depending on the perception of buyers, may be both strength and weakness.

• Marketing.
  Product
  Pricing
  Promotion
  Marketing Information / Exploration
  Service / personnel
  Distribution / distributors
  Trading stamps and positioning
• Engineering and development of new products. The more closely the linking of marketing and technical department becomes, the more important items will be the elements. For example, a robust interconnection between the new product development team and the marketing department allows you to directly use feedback from buyers in the design of new products.
• Operational activities.
  Production / Engineering
  Sales and marketing
  Order processing / transaction
• Staff.
  Research and development
  Distributors
  Marketing
  Sales
  After-sales service / service
  Service / Buyers Service

This includes skills, salary and premiums, training and development, motivation, working conditions of people, staff turnover. All these elements are central to the successful introduction of a marketing philosophy oriented by the buyer and marketing strategy.

• Management. Sensitive and often controversial, but sometimes requiring changes in the management structure directly determine the success of the implementation of the marketing strategy. Such aspects should be reflected in the analysis.
• Company resources. Resources determine the availability of people and finances, and thus affect the company's ability to benefit from specific possibilities.

A3.4. Elements of the External Environment: Opportunities and Threats

Opportunities and threats are outside the control zone of the organization. Thus, they can be considered as external relating to the elements of the market environment. Analysis of the medium that this moment Already must be conducted (see Analysis 2), can serve as an excellent starting point for this part of the SWOT-analysis. The main elements that need to be considered include:

• legislative / regulatory / political forces. The actions of the authorities in the form of policies, as well as the requirements of the legislative and regulatory nature, which should be subject to the company;
• public forces (culture). Directly affect the company when disgruntled buyers put pressure on organizations whose activity is perceived as unacceptable;
• technological forces. Technological abilities that help companies achieve their goals affect products that are offered to buyers and their response;
• economic situation. The impact of the general state of the economy, under the influence of which the purchasing demand and manners are formed to spend money;
• competition. Nature and scale of competitive threat. Special attention Destore the following points:

Competition intensity
Threat to the appearance of new competitors
The needs of buyers in the market
Market Power of Buyers, Distributors, Suppliers
Competitiveness
Pressure from substitute goods

A3.5. Data registration for SWOT-analysis

For each of the markets in question or segments, it is necessary to list the most important (having the greatest / affecting business) elements on all four categories: forces, weaknesses, opportunities and threats (see Table. A3.1). In each of them, the wording should be streamlined by importance: first the number one is the threat and so on. SWOT should be as focused as possible: for example, if necessary, for each new market or group of buyers build a separate table. It makes no sense to list everything possible and impossible: Limit only by those elements that have the greatest impact on your company. Be objective. Will you be able to reinforce your statements with evidence (quotes, letters, statistics on the industry, reports in the press, government publications, information from dealers, customer comments)? Remember that the analysis must be focused on the buyer, and not inside the organization. Considering the next statement, it is useful to ask yourself the following questions.

• Are we sure that this is actually so?
• How much are we confident?
• How do we know?
• Is it possible that it will change soon?
• Does this statement attitude / meaning / meaning for our buyers?
• Did we consider this position in relation to competitors?

In practice, SWOT analysis is often drawn up for each leading competitor and for individual markets. This reveals the relative strengths and weaknesses of the company, its ability to combat threats and the use of opportunities. This exercise is useful in determining the attractiveness of the available opportunities and evaluating the abilities of the firm for their persecution.

Table A3.1 SWOT analysis

What should be done:

• To run statements in order of opportunity.
• Include only basic statements / aspects.
• Have evidence in their support.
• Strength and weaknesses should be considered in relation to competitors.
• Strong and weaknesses are internal aspects.
• Opportunities and threats are the external aspects of the market environment.

What basic conclusions can be made of this?

A3.6. Summary

In this chapter, we reviewed the SWOT analysis for each market or segment under consideration. This approach is simple, and at the same time it allows the company to explore existing opportunities on the market and weigh their abilities on their persecution. Also, the threats can undermine the position of the company. The strengths and weaknesses are discussed from the position of buyers, which summarizes the real basis for solving the distribution of resources and helps the company will extract the maximum benefit from its capabilities.

Checklist: Strong and Weaknesses, Opportunities and Threats
We recommend reading and fill out the following checklist.

1. What do you need to learn
Before switching to the next chapter, you must create a SWOT analysis for each market. To do this, it is necessary to learn the internal strengths and weaknesses of the company and determine the possibilities and threats that exist in its external market environment. Elements of each of the four categories must be running. The result of the analysis should be the conclusions for the company. If you serve more than one market, you must fill the appropriate forms for each of them.

If you have not yet collected the information necessary for this, we persistently advise back to this chapter at the first opportunity and accurately before choosing the target segments and draw up positioning strategies.

2. Must be filled table
Mark your progress: Are you filled with a table?

A 3.1: SWOT analysis

Be prepared for the fact that the table will have to return if / when additional information appears.

3. Information collected
This chapter requires the following types of information. Specify, at what step of the collection of the corresponding information you are.

Information

Collected

Collecting

Not collected

Elements of the internal environment
Marketing
Engineering and product development
Operational activity
Staff
Management
Company resources
Other

Elements of external environment
Legislative forces
Regulatory forces
Political power
Public (Cultural) forces
Economic powers
Technological forces
Competition Influence and Power Suppliers
Consumer purchasing power
Other