Examples of weak and strengths of the organization. Analysis of the strengths and weaknesses

With strategic planning, the most significant role belongs analysis of the strengths and weaknesses of the enterprise (Ass). With this procedure, it is possible to simply and quickly establish management positions own production. Joint participation in the ACC makes a stronger awareness of the problem situation by the enterprise managers, which is extremely significant for the development of ways to solve future problems.

Methods of survey when analyzing the strengths and weaknesses

Evaluation strengths and weaknesses requires the definition of criteria in all the most important areas Responsibility of production. INDEPARMENTAL PRODUCTION SEMINAR - the most appropriate place To implement this task. Based on the data received by experts, a questionnaire is created.

The criteria for the proposed management and management of the criteria for analyzing should be catalidized and reduced to some list. After that, the obtained criteria are grouped on the basis of areas of responsibility. Then the evaluation of the criteria with the help of various scales. For example, from plus three to minus three or from zero to plus three. A categorical rating can be applied: "weakly", "strongly", "medium" example on the blocks of management, finance, marketing and sales can be seen in the table. one.

Table 1. Analysis of the strengths and weaknesses of the enterprise

Estimates marked by any sign, in each criteria are subject to summation, and then division by the number of respondents participating in the survey. Thus, at our disposal are informational valuable average estimates included in the free form. Based on this data, there is a construction of a broken line, which is a graphical representation of the profile of the strengths and weaknesses of production.

The summarization of the results of the analysis requires consideration of positive and negative assessments of the enterprise in the atmosphere of free criticism.

What is the significance of the involvement of the most important customers to the analysis?

Sometimes you should contact the proposal for participation in the survey to the most significant customers (up to 20). This step will submit information about the points of view of the enterprise the most significant clientele. This information will provide data on competing industries.

The result of analyzing data to study the strengths and weaknesses

The result of a detailed proceedings, the first thing, the weaknesses of production becomes new goal-making and planning measures for the leveling and eliminating these weaknesses.

The effectiveness of the development of strategic plans of the enterprise can be significantly increased due to the analysis of the strengths and weaknesses. As a result of this - additional strengthening strong Parties. Development of a set of measures, the purpose of which will be the transformation of the weaknesses of the enterprise into strong. At the same time, management should take into account the need to provide relevant funds to ensure the continuous process of implementing the above-mentioned activities.

Based on the accumulated experience, the annual analysis of the strengths and weaknesses of production minimizes possible risks, identifying possible directions of future threats. The data obtained during the analysis becomes a kind of basis for improving the functioning of the enterprise. Information on the results of the analysis demonstrates whether there is a need to change the policy of an enterprise, what ways should be clarified to clarify the process of developing plans, upgrade the system of control and regulation, develop the organizational structure and improve management information system in order to bring data on the care of the goals in time .

What are the main reasons for the appearance of threat sources for production?

According to the research results, it turned out that a large number of Enterprises are subject to threats and risks, from which they could avoid if on time eliminated their own weaknesses. Other enterprises find themselves in a difficult position due to the carelessness of the manual, which was not worried about identifying negative consequences and threats as a result of decisions made and did not consider their influence on the safety of production. Sometimes the top management is guided by the established entrepreneurial policy, despite the fact that the goals have long been achieved, and, it is necessary to radically revise and change the policy itself.

Effectively functioning production is rapidly adapted to changing market conditions. Other enterprises cannot boast of high organized areas of many areas of their activities. Often it is to carry out a policy that is not lifted in their capabilities and restrictions.

What parties are the most vulnerable to most enterprises?

In most cases, the weaknesses of the enterprise is:

administrative block;
financial unit;
marketing and sales block;
production block;
material and technical support unit;
organizational unit;
staff;
block of research and development work.

Questioning - as a guarantee of effective cooperative management on the basis of the analysis of the strengths and weaknesses of the enterprise.

The annual scrupulous study of the state of affairs in the above-mentioned areas of the enterprise should be carried out by analyzing the data obtained as a result of the survey.

Only subject to the close cooperation of all production management, an effective outcome of this procedure is possible. Questioning contributes to the development of the ability of complex thinking aimed at identifying hidden flaws and possible sources of threats.

It should be borne in mind that the results of the survey only demonstrate the problem areas. Each division should make proposals for optimizing the effectiveness of its own activity. Careful consideration and coordination with the management of the proposals received should be a basis for strategic planning activities.

The management of all divisions involved in the modernization should conduct active consultations and provide comprehensive assistance in the implementation of the above events. Follow B. job descriptionsWhich managers are responsible for the process of implementing each of the events, and who should have advisory assistance. All this in the aggregate should lead to improved and cooperative management style.

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 a group with a better 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 the information outside the assessment 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 factorhas a competitive advantage. The size of this advantage is reflected by the difference between the assessment of the company and the estimates of its competitors.

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 trade marks 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 great importance The fame of the brand (Confectionery Factory "Red October"), advantageous location (Voronezh department store "Russia"), opening hours (round-the-clock 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. "non-prospective", which in this moment Keep 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 the costs, improving or excluding from the "chain of values" separate elements and connections.

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 strategic analysis external environment Organizations 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.

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 in 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):

You have determined the main direction of the development of your company (its mission)
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);
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 optimal way Development, avoid dangers and maximally use the resources available at your disposal, 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, availability advanced technology and modern equipment, high personnel qualifications, high quality manufactured by your products, fame of 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 more high level 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:

Draw up a list of parameters for which you will evaluate your enterprise;
For each parameter, determine what is strong side your enterprise, and what is weak;
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:

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.)
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.)
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.)
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.)
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.)
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 productionLevel state support development of science, etc.)
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.)
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.)
Natural and environmental factors (taken into account climatic zonewhich is working your enterprise, condition ambient, public relations to environmental protection, etc.)
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, the SWOT-analysis matrix is \u200b\u200bfilled, and you see the complete 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:

How can I take advantage of opening capabilities using the strengths of the enterprise?
What are the weaknesses of the enterprise can I prevent me in this?
Due to what strengths you can neutralize the existing threats?
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:

defended The main directions of development of your enterprise(Cell 1 showing how you can use opening options);
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?

Actually most of The information required 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:

results 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.);
reports and collections of the State Statistics Committee and Petersburg Complex (information on population, mortality rate and fertility, age-age and other useful data);
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 holding a SWOT analysis in general It comes down 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.

Introduction

The leaders of any organization are trying to ensure the sustainable development of the enterprise in long term, so that it is necessary to achieve this to focus on decisive problems and directions, on the strengths and weaknesses of the organization. The activities of the enterprise begins with a comprehensive analysis of the 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 structuring 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 domestic powers And the weakness of your company with the possibilities that the market gives them. Based on the quality of compliance, it is concluded that in which direction the organization should develop its business and ultimately determines the distribution of resources. A well-held SWOT is an analysis that gives real assessment of its resources and capabilities, is the starting point for developing an enterprise strategy. However, strategic Management It is impossible without a deep understanding of the competitive environment in which the enterprise works, which involves the implementation of marketing research. It is the focus on monitoring and evaluating external threats and opportunities in the light of the strengths and weaknesses of the enterprise is distinctive feature strategic management.

Strong and weaknesses of the organization

The strengths are the experience and resources that the company owns, as well as strategically important areas of activity, allowing to win in a competitive struggle.

Weaknesses are disadvantages and restrictions that prevent success.

There are many sources of strengths and weaknesses of the enterprise. Thus, the strengths include serious and explicit consumer preferences, the possibility of saving scale. The weak side of the enterprise is 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.

Below is a set of factors, and key issues for their analysis in the field of production (Table 1).

Table 1. Analysis of the strengths and weaknesses of the enterprise in the field of production.

Questions for analysis

1. The cost of raw materials and its availability, attitude to suppliers

2. Stock control system, stock turnover

3. Location of production