The results of swot analysis of the enterprise. SWOT-analysis of the company's activities on the example of JSC "VMZ"

The business environment is often associated by unprepared people with a meat grinder - yesterday the company existed and seemed to be even in good health, but today competitors have already wiped it off the face of the earth. Decisions in the field of entrepreneurship must sometimes be made at lightning speed, but this is impossible without a clear understanding of the real state of affairs - a manager must know everything about his business, like a parent about an unintelligent child.

Difficult, agree? But there is a way out - conducting a SWOT analysis, which allows you to identify the strengths and weaknesses of the company, assess development prospects and potential threats. Let's discuss what a SWOT analysis is and how to do it. Of course, one cannot do without an example, so let's confirm the theory with practice by considering a specific enterprise.

What is SWOT analysis?

Most entrepreneurs are faced with a situation when they need to do something to develop their business - reduce the price of goods, take a big loan, start releasing new products ... There are a lot of options. But is it possible to make an important decision if the leader simply does not have information about what is happening under his nose? It is logical that it is not, because, for example, strong dumping will easily bring about the collapse of a company if it does not have a financial cushion or the opportunity to increase profits by increasing sales. In such cases, a SWOT analysis is indispensable. To understand its essence, let us turn to the definition.

SWOT-analysis is an economic term based on the English abbreviation:

S- strengths - the strengths of the company, allowing it to compare favorably with competitors;
W– weaknesses - weaknesses, some pitfalls and peculiar “holes” into which a business can fail under unfavorable circumstances;
O- opportunities - opportunities and prospects, the bet on which is likely to play;
T- threats - threats and risks that can affect the organization in the most negative way.

Important: the environment that reigns inside the company is reflected in the letters S and W, and the external environment - in O and T.

For the first time, the abbreviation was uttered in 1963 at a Harvard conference covering current business problems - Professor Kenneth Andrews suggested using SWOT analysis as a possible way out of trouble. The idea was accepted extremely favorably, and after a couple of years the methodology began to be used to develop an effective and competent behavioral strategy for the company.

SWOT analysis allows the management of the organization to get answers to the following important questions:

Does the firm's strategy focus on existing strengths and competitive advantages? If the latter are not yet available, who can get them?
How do weaknesses affect the business, are they really vulnerabilities that do not allow full use of favorable situations? What "holes" need to be urgently patched up in order to increase the efficiency of operations?
Thanks to what opportunities does the enterprise have a chance to succeed if all available resources are used?
Are there hypothetical risks that you can insure against in advance? Where to lay the straw to avoid the collapse of the company due to an unfavorable situation?

Important: it seems to some that conducting a SWOT analysis is fraught with many difficulties, and in general it is laborious and boring, which is much easier to just calm down if it suits you. But the results of SWOT provide an opportunity to look at the business with a fresh and uncomplicated look, get rid of the anchors that pull to the bottom, catch a fair wind and move forward.

How is a SWOT analysis of an enterprise carried out?

Any marketing analysis begins with a simple one - it is necessary to study the market sphere in which the enterprise operates in a comprehensive and as detailed as possible. SWOT, like , is needed to identify and structure the strengths and weaknesses of the company; Potential risks and opportunities are also not ignored. Many are interested - when should a SWOT analysis be carried out? There is simply no single answer to this question, since everything depends on the desires of the leadership.

Of course, one must understand that planning and new strategic ideas will never be superfluous. SWOT results allow you to take into account the changes that constantly occur in the business environment and develop options for proactive response. Beginners can apply the technique to draw up a company development plan. There is no universal recipe suitable for all organizations, since initially the “ingredients” and conditions are different for everyone, and the SWOT analysis is precisely aimed at determining the features and distinctive features of each particular business. Consider step by step the process of conducting a SWOT analysis.

Definition of participants in the SWOT analysis

It is logical that the organization decides this on its own, however, there are recommendations from the gurus of the economy - experts advise involving almost the entire team of the enterprise in the SWOT analysis process. Why? Lots of answers:

First of all, brainstorming has not been canceled - sometimes even a cleaning lady can express an interesting idea.
Secondly, such an event is a great opportunity to rally employees, since a common problem always contributes to the establishment of not only working, but also friendly contacts.
Thirdly When people understand that they can influence the development strategy of an enterprise, and also see the results of their work, their motivation increases significantly - which means that the outcome of the discussion is likely to bring real, not imaginary results.

Choosing the form of conducting a SWOT analysis

Written, oral, whatever. For example, for SWOT analysis, the following options are possible:

Table– participants of the event fill in a table consisting of four areas (strengths and weaknesses, opportunities and threats);
mind map- refers to the most creative way, which allows you to present the situation more clearly and non-standard (drawn individually or collectively);
Questionnaire Each member of the SWOT analysis team answers a series of questions.

Most often, the best result is achieved through a combination of a written survey followed by a group discussion of its results.

Advice: when planning the format of the SWOT analysis, pay attention to the brainstorming method, as it can be used to determine as accurately as possible the aspects that need to be researched. It should be borne in mind that the most significant points in SWOT are indicated at the top - the higher the priority of the factor, the higher it is in the final list.

Identification of the strengths of the enterprise

Strengths in the SWOT analysis are understood as internal positive factors that contribute to the development of the company. To determine them, it is necessary to get answers to some questions. Of course, for each organization they can be different. For example:

What is currently great about your company? For example, low cost of production, high, excellent organization of advertising campaigns, etc.
What internal resources do you have? Perhaps you have highly qualified specialists, a good business reputation, many years of experience, a friendly team, etc.
What tangible and intangible assets do you have available? Here we are talking about capital, equipment, customer base, patents, innovative technologies, established distribution channels and the like.
What sets you apart from your competitors? What is your strength compared to them? Maybe you have a prepared springboard for new research or more modern technology.

Everyone has long been accustomed to an interesting property of the human psyche - when you observe something or someone every day non-stop, you begin to perceive the object as ordinary, not paying attention to the merits and strengths. Like it should be. But there is a mistake here - any company is individual and original, which means that it has something positive that can help in developing a new effective strategy.

Identification of the weaknesses of the enterprise

Weaknesses in SWOT are internal negative factors that can hypothetically reduce the demand for the goods offered by the enterprise, or its value as a whole. It is logical that weaknesses must be constantly worked on, trying to level them or remove them completely.

For a clear understanding of what needs to be improved, according to the SWOT analysis, it is important to understand the following points:

What areas of the company's activities are not effective enough, although they are under your full control? For example, staff turnover due to dissatisfaction with personnel policy, lack of a company development plan, etc.
What should be improved? Here the scope for imagination is huge - the range of products is too narrow or prices differ significantly from competitors for the worse.
What is the company missing? For example, high-level specialists, technology, experience, distribution channels, etc.
What factors are holding back a business? Maybe outdated equipment does not make it possible to keep up with the times or the qualifications of the staff are not high enough.
Is the business in a good location? Here we mean the country and the city, because sometimes it is the location that determines the success of a business. No wonder there is a saying about how important it is to be at the right time in the right place.

Enterprise Opportunity Research

Opportunities in SWOT analysis include external factors of the micro- and macro environment, which cannot be influenced, but they can contribute to the effective development of a business if you behave correctly:

What market opportunities are not currently being exploited by your organization? For example, competitors have long mastered the sale of similar products through online stores, and you continue to trade only in classic ones, losing a significant part of hypothetical buyers.
Are there any developments currently happening in the world (or market) that you can use to your advantage? It's about catching the wave in time. For example, the World Cup held in Russia has led to the fact that the popularity of this sport has increased unthinkably - everyone wants to run with the ball and wear the appropriate uniform, so sportswear and paraphernalia companies can really quickly turn around. Those who make ceramics can make mugs with World Cup symbols or just soccer balls. Options (as well as our fans) - the sea, if you dream up.
What legislative innovations and political trends are favorable for your enterprise? Perhaps, recently another masterpiece has come out from under the pen of the rulers of the law, changing the reality for business. It is interesting to note that opportunities and threats are very closely related: the same thing for different companies can turn out to be both death and a truck with free candy that unexpectedly turned over on the street. This brings to mind how more than a decade ago, legislation banned casinos. For the latter - a complete and absolute collapse of a profitable business, but for many others - this is an unprecedented opportunity to organize a business based on human excitement, as a huge number of consumers are left with nothing. People don't change. Just at this time, bar games, quests and the like came into fashion.

Analysis of potential threats to the enterprise

Risks and threats in SWOT analysis are environmental factors that are in no way dependent on your company. A human life can be cut short due to a banal accident - an icicle will fall on the head, and that's it. With business, the situation is similar - something happens, and you do not have the resources to influence it. Or does it just seem so? Still, you should not become fatalists, because even they look around when they cross the road. The bottom line is that it’s really not to walk under the roofs, knowing about the danger of snow melting. That is, organizations must analyze possible threats and prepare airbags for different cases. To begin with, calculate to understand how independent the company is from creditors. Of course, you can’t lay a straw everywhere, but you can foresee some situations - and forewarned means armed. How to prepare and what to look for? Answering the following questions will help:

How will the emergence of new competitors affect your business? It is logical that if you are lagging behind and lagging behind, your entry into the market of a new similar company may no longer survive, so you urgently need to stabilize your own position.
Could the value of your products increase in the near future? What will happen to the organization? Of course, no one forces you to guess on the coffee grounds, and sometimes you won’t find out such information otherwise, but it often happens otherwise: the company’s management clearly knows that prices will rise for a number of objective reasons (the growth of the dollar, an increase in the price of materials, an increase in tax rates, and etc.).
How will progress affect your business? Technological upheavals have long been a part of our life, which cannot be forgotten, because sometimes entire industries are wiped off the face of the earth (and who needs a cassette player or a disk drive now?), but new ones are also being created. Entrepreneurs must monitor technological progress and adjust, and sometimes completely repurpose their activities so as not to become outsiders offering unnecessary goods to anyone.
The adoption of what laws can negatively affect the enterprise? Imagine that due to sanctions, for example, the import of feijoa is banned, and your company specializes in the production of tinctures from this fruit. Everything, finita la comedy, there is nothing to do. But if we assume such a situation in advance, no one bothers to think about growing fruits on their territory or about a possible substitute.

SWOT analysis on the example of an enterprise

A theory that is not confirmed by practice, as a rule, is of less value, so we will give an example of a SWOT analysis of a particular organization. We will discuss two options - in the first we will analyze the existing business, and in the second - the idea.

Example #1 - McDonald's

As an object, consider the well-known McDonald's, and present the result in tabular form:

SWOT analysis

strengths (S)

Instant cooking;
Extensive and constantly supplemented assortment;
Excellent brand recognition;
Work with trusted local suppliers who can be fully trusted;
A solid budget for organizing advertising campaigns;
Organization of children's parties;
International quality control system implemented throughout the supply chain;
Continuous staff training;
Participation in charity;
Happy Mila, who attract a children's audience through themed toys;
The presence of MacAuto;
Lots of promotions and interesting offers for buyers.

Weak sides (W)

Most of the assortment refers to fast food, which is considered junk food;
Personnel turnover;
Negative feedback from healthy eating advocates who believe that those who eat at McDonald's will soon become overweight, coupled with numerous diseases;
The similarity of the menu with other establishments of a similar profile;
There are practically no products suitable for very young children on the menu;
Low wages for employees.

Opportunities (O)

Expansion of the menu by adding products related to a healthy diet;
Organization of the possibility to order home delivery;
Persuading the public that hamburgers do not cause such huge harm to health and figure, as many believe.

Threats (T)

World promotion of healthy eating;
Increasing competition among similar large companies;
The emergence of a new format of fast food establishments.

Example #2 - Confectionery

Suppose an entrepreneur with a big sweet tooth has an idea to start a business - a small confectionery specializing in the manufacture and sale of chocolate, cakes and handmade pastries. Let's evaluate the project using SWOT analysis:

SWOT analysis

strengths (S)

Available proven and "delicious" recipes for cakes and pastries;
Products will be created only from natural ingredients;
Extensive experience in making sweets;
Small suitable premises in the property;
There is an initial capital;
LLC registered.

Weak sides (W)

Lack of experience in creating from scratch and running a business of this type;
There is no knowledge about fire safety standards, sanitary, etc.
No quality certificates;
The property is in need of renovation;
No HR skills.

Opportunities (O)

In the area where the confectionery is planned, an educational institution has recently opened, which means that demand is almost guaranteed;
Increasing popularity of handmade pastries and cakes;
You can get help from the state for the development of small businesses.

Threats (T)

Difficulties in obtaining food certificates;
Fluctuations in demand depending on the season;
The emergence of new competitors, such as large "networkers";
Tightening tax policy.

Important: of course, not all factors are listed above, but it is quite possible to understand the essence of conducting a SWOT analysis. If you are just planning to create a business, then it is best to first turn to the setting methodology, and only then do a SWOT analysis.

How to use the results of the SWOT analysis?

Of course, each leader decides independently how the results of the SWOT analysis will influence the further development of the organization. However, the convenience of the method lies precisely in the fact that it is the formulation of the company's hypothetical problems that actually determines the front for work, because gaps and weaknesses can be corrected in the enterprise strategy if you know about their existence.

Here, as with a disease - when it is known, a cure is often not difficult to find. But we must not forget about prevention, that is, about actions aimed at smoothing threats and reducing risks. The essence of the SWOT analysis is as follows - interference and weaknesses should not be taken as a sentence or a stone hanging around the neck forever. These are tasks that need and often can actually be solved. Of course, there are situations when nothing can be done - objective reality does not allow, then it is necessary to change the idea and create a new organization.

Summing up

SWOT analysis is widely used today to evaluate business, management decisions, ideas, and sometimes hypothetical employees. The technique is simple and effective, since it is aimed at a holistic perception of the object of study - strengths and weaknesses, as well as opportunities and risks, are identified.

When conducting a SWOT analysis of a company, it is important not to lose objectivity - it is clear that a beloved brainchild is being dismantled, the shortcomings of which prick the eye, but otherwise it is sometimes impossible to develop a new effective strategy for the development of an enterprise.

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Introduction………………………………………………………………………...2

Chapter 1. SWOT analysis as part of strategic planning………..4

Chapter 2. Methodology for conducting a SWOT analysis…………………………….9

Chapter 3. Conducting a SWOT - analysis on the example of the company "Panda" ...... 21

Conclusion……………………………………………………………………..28

List of used literature………………………………………….30

Introduction

“Results can be achieved by seizing opportunities, not by solving problems. The results themselves must come from the use of opportunities: to find the right ways and actions and concentrate resources and efforts on them.

P. Drucker (1, p. 70)

Have you ever wondered what a good military leader does before a fight? He studies the field of the upcoming battle, looking for all the winning hills and dangerous swampy places, assesses his own strength and the strength of the enemy. If he does not, he will doom his army to defeat.

The same principles work in business. Business is an endless series of small and large battles. If, before a battle, a firm does not assess its strengths and weaknesses of the enterprise, does not identify market opportunities and threats (the very uneven terrain that becomes of great importance in the midst of a battle), its chances of success will drastically decrease.

In order to get a clear assessment of the strength of the organization of the enterprise and the situation in the market, there is a SWOT analysis. It is this technology that is the object of study of this course work. The subject of the research is the use of SWOT analysis in modern business.

Indeed, today the interest in the problems of strategic management is exacerbated by unexpected changes in the external environment, which require a quick and adequate response of the company to maintain and enhance its competitiveness.

The external environment in which Russian companies have to operate is becoming qualitatively different: the intensification of competition in a saturated market leads to an increase in its degree of uncertainty, which means that unpredictable risk factors appear. It is obvious that the priorities of management are also shifted to the area of change management. That is why the topic we have chosen is really relevant.

But theory alone won't get you far. Based on this, the main goal of this work for us is to improve practical skills in the field of marketing research.

To achieve this goal, several tasks must be completed:

Give the concept of SWOT analysis

Give the concept of marketing research

Determine the place of SWOT analysis in marketing research

Consider the methodology for conducting a SWOT analysis

Develop a SWOT matrix for Morozko

The work uses a variety of literature: management journals (most of which were needed only at the preparation stage), textbooks, tutorials and articles from the Internet.

Theory

Chapter 1. SWOT - analysis as part of strategic planning.

SWOT analysis is an operational diagnostic analysis of an organization and its environment. It is carried out with the aim of identifying strengths and weaknesses in the potential of the organization, threats from the external environment, as well as establishing the opportunities provided by the firm by its external environment. (5, p. 351)

This is an integral element of strategic planning, the essence of which is the constant revision of answers to the following questions: where is the organization now; in what direction should it develop in the future; how she is going to get into the position where the leadership wants her to be.

The strategic approach to managing business organizations began to be used all over the world as early as the 20-30s. XX century. But the process of transition to development-based management began especially intensively in the 60s, when the competition between European and American business with Japan intensified and companies were forced to restructure their activities taking into account new realities. It was then that an approach was required that would enable companies to adapt in a timely manner to both favorable and unfavorable external conditions, predict alternative options for the company's development and manage this development using new methodologies for predicting and modeling trends in changes in the macro- and microenvironment. So the concept of strategic management (or strategic management) entered the management lexicon. Another important aspect of strategic management was attention to trends in the internal environment of the company and, above all, to the interests and aspirations of its staff.

According to most experts, modern strategic management is “a programmatic way of thinking and managing that ensures the coordination of the goals and capabilities of an enterprise with the interests of all parties interested in its activities. It involves not only determining the general course of development of the enterprise and organizing business on this basis, but also increasing the motivation and interest of all employees in its implementation .... This involves setting up a new set of processes that reflect the priority of goals and dynamics of development, ensuring the timeliness of decisions and actions, foreseeing the future, analyzing the consequences of control actions and innovations.”

It is obvious that a technology is needed to carry out constant diagnostics of both the internal resources and capabilities of the company, and the external environment. Thus, we can simplistically represent the following algorithm of the strategic management process:

As you can see, the starting point of the strategic management process is the formation of the company's mission. This can be the philosophy of the organization's activities - its purpose, values and principles of activity, or the mission as a representation of the main goal of the company's activities.

After the formation of the mission, the firm develops goals for itself, which should give a clear idea of the direction of development. By definition, "strategic objectives are the main activities of an organization leading to the fulfillment of its mission."

The next most important stage is a strategic analysis, which should give a real assessment of one's own resources and capabilities in relation to the state (and needs) of the external environment in which the company operates.

Based on this analysis, a rational choice of strategies from a possible set of options should take place. And then - the implementation of the most effective strategy and its adjustment, if necessary.

In full strategic analysis is available only to very large companies. However, in a dynamically changing environment, even for relatively small enterprises, the manager's intuition alone is not enough for successful actions in the market. This necessitates the introduction of limited, "cheaper" options for developing strategies in such companies. But even for large companies, “very often the costs of quantitative justification for the choice of goals and strategies are much higher than the effect of their advantages, compared with simpler “qualitative” methods” (E. Deming).

Therefore, as the main tool for regular strategic management, many companies choose a matrix of "qualitative" strategic analysis, which is also called the SWOT matrix (abbreviation of the initial letters of English words: Strengths - strengths; Weaknesses - weaknesses; Opportunities - opportunities; Threats - threats)

This matrix provides company leaders with a structured information field in which they can strategically navigate and make decisions.

The most attractive thing about this method is that the information field is formed directly by the leaders themselves, as well as by the most competent employees of the company, based on the generalization and coordination of their own experience and vision of the situation.

At the same time, there is no need to use powerful expensive systems of "quantitative" analysis and involve no less expensive experts who, having less knowledge of the specifics of a particular market and a particular enterprise, can "impose" a non-optimal solution under time constraints and incomplete information. But the value of any carefully calculated "optimal" solution, if it appears too late, becomes equal to "zero".

Based on the consistent consideration of these factors, decisions are made to adjust the goals and strategies of the enterprise (corporate, product, resource, functional, managerial), which, in turn, determine the key moments of the organization of activities.

It should be noted that strategic decisions are not always associated with a long planning time, but rather are characterized by their influence on the depth of business restructuring, its structure, development directions, which, for example, during periods of crises or technological “leaps”, can change quite quickly.

In addition, strategic decisions are related to external rather than internal problems of the company - in particular decisions related to the choice of product range and market segments. Moreover, these “strategic decisions” can be influenced by both factors of the near and far “environment of the company”.

Thus, the development of a company's strategy is based on the analysis of specific market segments to assess the favorable penetration into the intended areas, their use to strengthen their positions. Success in this case depends on a formal, accurate, complete and comprehensive description of the interaction of the enterprise with the external environment. This gives some guarantee that strategic decisions are made on the basis of an analysis of all available information and nothing is missed.

Correctly and timely made strategic decisions today play a key role in the successful operation of the organization. Ultimately, it is they who have a decisive influence on the competitiveness of products and the enterprise as a whole. (7)

Introduction………………………………………………………………………...2

Chapter 1. SWOT analysis as part of strategic planning………..4

Chapter 2. Methodology for conducting a SWOT analysis…………………………….9

Chapter 3. Conducting a SWOT - analysis on the example of the company "Panda" ...... 21

Conclusion……………………………………………………………………..28

List of used literature………………………………………….30

Introduction

P. Drucker (1, p. 70)

But theory alone won't get you far. Based on this, the main goal of this work for us is to improve practical skills in the field of marketing research.

To achieve this goal, several tasks must be completed:

Give the concept of SWOT analysis

Give the concept of marketing research

Determine the place of SWOT analysis in marketing research

Consider the methodology for conducting a SWOT analysis

Develop a SWOT matrix for Morozko

The work uses a variety of literature: management journals (most of which were needed only at the preparation stage), textbooks, tutorials and articles from the Internet.

Theory

Chapter 1. SWOT - analysis as part of strategic planning.

This matrix provides company leaders with a structured information field in which they can strategically navigate and make decisions.

After conducting a SWOT analysis, the manager has a clearer idea of the advantages and disadvantages of the company, as well as the situation on the market. This allows you to choose the best path of development, avoid dangers and make the most efficient use of available resources, along the way taking advantage of the opportunities provided by the market. (6)

Chapter 2. Methodology for conducting a SWOT analysis

As we found out, SWOT analysis is an intermediate link between formulating the mission of an enterprise organization and determining the most effective development strategy for a company or enterprise. In general, conducting a SWOT analysis comes down to filling out the matrix shown in Figure 2, the so-called "SWOT analysis matrix". In the appropriate cells of the matrix, it is necessary to enter the strengths and weaknesses of the enterprise, as well as market opportunities and threats.

Fig.2. SWOT matrix - analysis.

An organization's strengths are something it excels at or some feature that provides additional opportunities. The strength may lie in the existing experience, access to unique resources, the availability of advanced technology and modern equipment, highly qualified personnel, high quality products, brand awareness, etc.

The weaknesses of the company are the absence of something important for the functioning of the enterprise or something that has not yet been possible in comparison with other companies and puts it in an unfavorable position. As an example of weaknesses, one can cite a too narrow range of manufactured goods, a bad reputation of the company in the market, lack of funding, low level of service, etc.

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

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

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

The methodology for constructing a matrix of primary strategic analysis is that first the whole world is divided into two parts - the external environment and the internal (the company itself), and then the events in each of these parts are divided into favorable and unfavorable. (7)

Step 1. Analysis of the external environment.

This stage involves the analysis of two relatively independent subsystems: the macro environment and the immediate environment.

The macro environment creates the general conditions of the organization's environment.

The study of the economic component of the macro environment allows us to understand how resources are formed and distributed. Here it is important to pay attention to such factors as the general level of economic development, extracted natural resources, climate, type and level of development of competitive relations, population structure, the level of education of the labor force and wages.

The study of the political component should focus on finding out what programs various party structures are trying to implement, what lobbying groups exist in government bodies, what attitude the government has towards various sectors of the economy and regions of the country, what changes in legislation and legal regulation are possible in as a result of the adoption of new laws, what is the degree of public discontent and how strong are the opposition political structures.

The study of the social component is aimed at understanding the impact on business of such social phenomena and processes as: people's attitude to work and quality of life; existing customs and beliefs in society; values shared by people; demographic structures of society, population growth, level of education, mobility of people or willingness to change their place of residence, etc.

The analysis of the technological component makes it possible to timely see the opportunities that the development of science and technology opens up for the production of new products, for the improvement of manufactured products and for the modernization of manufacturing technology and marketing of products.

The combination of the above elements is a PEST analysis, which is recommended to be carried out before compiling the SWOT matrix.

The analysis of legal regulation, which involves the study of laws and other regulations that establish legal norms and frameworks for relations, gives the organization the opportunity to determine for itself the acceptable boundaries of actions in relations with other subjects of law and acceptable methods of defending their interests. Here it is important to pay attention to the effectiveness of the legal system, established traditions in this area and the procedural side of the practical implementation of legislation.

In order for the organization to effectively study the state of the components of the macro environment, a special system for tracking the external environment should be created. It includes: analysis of materials published in books, magazines and other information publications; participation in professional conferences; analysis of the experience of the organization; studying the opinions of employees of the organization; holding internal meetings and discussions.

The study of the immediate environment of the company is aimed at analyzing the state of those components of the external environment with which the organization is in direct interaction.

Buyer analysis primarily has the task of compiling a profile of those who buy the product sold by the organization. A buyer profile can be compiled according to the following characteristics:

Geographic location of the buyer

Demographic characteristics (age, education, field of activity)

Socio-psychological characteristics (position in society, style of behavior, tastes, habits, etc.)

The attitude of the buyer to the product (why he buys this product, whether he himself is a user of the product, how he evaluates the product, etc.)

By studying the buyer, the firm also understands for itself its trading power (the ratio of the degree of dependence of the buyer on the seller and vice versa; the volume of purchases made by the buyer; the level of awareness of the buyer; the availability of substitute products; the cost for the buyer to switch to another seller; the buyer's sensitivity to price).

The analysis of suppliers includes the study of its competitive strength (the level of specialization of the supplier, the value of the switching cost for the supplier to other customers, the concentration of the supplier on working with specific customers, the importance of the sales volume for the supplier), the cost and quality assurance of the goods supplied, the time schedule of deliveries, punctuality and commitment fulfillment of the terms of delivery of the goods.

The study of competitors is aimed at identifying their strengths and weaknesses and, on the basis of this, build your competitive strategy.

The analysis of the labor market is aimed at identifying its potential in providing the organization with the personnel necessary to solve its problems. At the same time, the specialty and qualifications, level of education, age, gender and cost of labor play a role. (2, pp. 189-196)

The data obtained are the basis for determining the opportunities and threats of the company.

Step 2. Analysis of the internal environment.

The internal environment of the organization is that part of the overall environment that is located within the organization. It has a permanent and direct impact on the functioning of the organization and has several cuts.

Personnel profile - interaction between managers and workers; recruitment, training and promotion of personnel; evaluation of labor results and stimulation; creating and maintaining relationships between employees, etc.

Organizational cut - communication processes; organizational structures; norms, rules, procedures; distribution of rights and responsibilities; dominance hierarchy.

Production cut - product manufacturing, supply and warehousing; technological park maintenance; implementation of research and development.

Marketing cut - all those processes that are associated with the sale of products (product strategies, pricing, product promotion on the market; selection of sales markets and distribution systems).

Financial cut - processes related to ensuring the effective use and movement of the organization's cash (maintaining liquidity and ensuring profitability, creating investment opportunities, etc.)

Studying the organizational culture - how employees work at their workplaces, how they communicate with each other, what they prefer in conversations, whether there are stable commandments in the company, unwritten norms of behavior, ritual events, etc., how aware employees are and how seriously they take it. (2, pp. 196-198)

The data obtained is the basis for determining the strengths and weaknesses of the organization.

Step 3. Formulation of the strengths and weaknesses of the firm.

The strengths of the organization include:

more educated and dynamic young middle management;

active role of marketing (more attention is paid to marketing in the region, better knowledge of customers, better service);

better packaging (for some types of products);

more flexible pricing policy;

raw material supply issues are resolved more professionally;

less expensive raw materials and materials;

good reputation among buyers;

high quality of manufactured goods.

The weaknesses of the organization can be:

old equipment, large volumes of waste, the need for frequent repairs and checks of the technical condition of equipment;

location in the city center: cramped production facilities, lack of a single warehouse for finished products;

additional transportation costs (presence of a remote warehouse of raw materials);

lower profitability due to high costs;

low interest of ordinary employees in development.

After that, from the entire list of strengths and weaknesses, it is necessary to select the most important (the strongest and weakest aspects) and write them down in the appropriate cells of the SWOT analysis matrix. (Figure 2). In order not to experience difficulties in further analysis, it is recommended to limit yourself to 5-10 strengths and the same number of weaknesses.

Step 4: Formulate Market Opportunities and Threats.

The company's capabilities may include:

the presence of promising markets or new market segments not covered by firms;

Availability of suppliers of modern high-performance equipment on the market;

availability of existing dealer networks and/or suppliers of raw materials;

expansion of the production line;

the need to obtain a license to engage in this type of activity.

Company threats include:

the possibility of new competitors;

increasing pressure on prices from buyers and suppliers;

growing competitive pressure;

a major foreign competitor is expected to enter the market;

instability of the dollar;

bankruptcy.

Then, as in the first case, it is necessary to select the most important ones from the entire list of opportunities and threats. To do this, each opportunity (or threat) needs to be assessed on two parameters: “How likely is it that this will happen?” and “How might this affect the organization of the enterprise?”. Selected 5-10 opportunities and threats that are more likely to occur and have a significant impact on the business should be entered in the appropriate cells of the SWOT analysis matrix (Figure 2).

Step 5. Matching strengths and weaknesses with market opportunities and threats.

Comparison of strengths and weaknesses with market opportunities and threats will answer the following questions regarding the further development of the business:

How can you take advantage of the opportunities that are opening up, using the strengths of the enterprise?

What weaknesses of the enterprise can prevent this?

What strengths can be used to neutralize existing threats?

What threats, aggravated by the weaknesses of the enterprise, should be most feared? (nine)

The result of the work done is the SWOT matrix.

Before moving on to the next step, we want to give some generalization.

So, the rules for conducting a SWOT analysis:

Rule 1: The scope of each SWOT analysis should be carefully defined. Companies often conduct a general analysis that covers their entire business. Most likely, it will be too general and useless for managers who are interested in opportunities in specific markets or segments. Focusing the SWOT analysis on, for example, a specific segment ensures that the strengths, weaknesses, opportunities, and threats that are most important to it are identified.

Rule 2. Understand the differences between SWOT elements: strengths, weaknesses, opportunities and threats. Strengths and weaknesses are internal features of the company, therefore, under its control. Opportunities and threats are related to the characteristics of the market environment and are not subject to the influence of the organization.

Rule 3. Strengths and weaknesses can only be considered as such if they are perceived as such by buyers. Only the most relevant strengths and weaknesses should be included in the analysis. They should be determined in the light of competitors' offerings. A strong side will only be strong when the market sees it as such. For example, the quality of a product will only be a strength if it performs better than competitors' products. And, finally, there can be a lot of such strengths and weaknesses, so you won’t understand which of them are the main ones. To avoid this, strengths and weaknesses should be ranked according to their importance in the eyes of buyers.

Rule 4. Be objective and use versatile input information. Of course, it is not always possible to conduct an analysis based on the results of extensive marketing research, but, on the other hand, one cannot entrust it to one person, since it will not be as accurate and deep as an analysis carried out in the form of a group discussion and exchange of ideas. It is important to understand that a SWOT analysis is not just a listing of managers' suspicions. It should be based as much as possible on objective facts and research data.

Rule 5. Long and ambiguous statements should be avoided. Too often, SWOT analysis is weakened precisely because it includes such statements, which most likely mean nothing to most buyers. The more precise the formulations, the more useful the analysis will be. (nine)

Step 6. Determination of the organization's development strategy.

In the course of the analysis described above, a group of experts completes a SWOT matrix. (Figure 2) With its help, 4 groups of paired strategies are formed:

1. SO ("strengths - opportunities") - strategies that build on the strengths of the organization in order to take advantage of new opportunities that appear in the external environment of the organization.

2. ST ("forces - threats") - strategies based on the strengths of the organization in order to counter the threats that appear in its external environment.

3. WO ("weaknesses - opportunities") - strategies associated with attempts to minimize the weaknesses of the organization in order to take advantage of external opportunities.

4. WT ("weaknesses - threats") - strategies associated with attempts to minimize both the weaknesses of the organization and the threats that appear in its external environment. (3, p. 389)

In order to determine the most effective directions, a correlation SWOT matrix is created (Figure 3).

Fig.3. Correlation SWOT-analysis matrix.

The company's strategies are determined based on the comparison (correlation) of the previously described characteristics of the environment and the enterprise for the four zones of the matrix. For each zone of the matrix, its basic strategies are selected. For example, the lower left zone of the matrix is characterized by strategies aimed at using the strengths of the enterprise to neutralize threats from the external environment. The firm has significant internal strengths, but the external environment is fraught with many threats. Here, the most effective strategies will be those aimed at mitigating external threats in the market through diversification (development of new products and markets) and business integration.

The upper right zone is characterized by strategies aimed at compensating for the company's weaknesses at the expense of good opportunities provided by the external environment (creating joint ventures for active work in a promising market).

For the upper left zone of the matrix, the best strategy would be to focus on growth and increase in sales, and for the lower right, either concentration on a narrow market segment or leaving the market becomes the most reasonable.

In addition, the results of the analysis and the decisions made on its basis should be recorded and accumulated, because the accumulated structured experience (“knowledge base”) is the basis of the managerial value of any company.(7)

Practice

Chapter 3. Conducting a SWOT - analysis on the example of the company "Panda"

In this chapter, we will show in practice the essence of SWOT - analysis, using the above theoretical material. The object of the study will be the company "Panda".

It is an organization dealing with computer embroidery and thermal transfer. It has been on the St. Petersburg market for 1 year. Since the company appeared as a result of the expansion of the Ninta company, at the moment the specifics of Panda's work are as follows: the company provides thermal transfer services using its own workshop, and orders for computer embroidery are carried out in the Ninta workshop (the installation of its own sewing machines is planned for December). Based on the foregoing, we obtain the following regular layout. Directly to the "Panda" are: the head of the enterprise, PR - specialist, programmer, 2 workers, driver. But employees of Ninta also participate in the production process: the head of the sewing workshop, the programmer, 5 workers. Both organizations have the same founders.

The general goal of the organization is to enter the world markets. To achieve this goal, Panda's management is planning the following:

Strengthen your position in the St. Petersburg market

Enter the Finnish market

Establish production in the markets of other countries

Before SWOT - analysis it is recommended to carry out PEST - analysis. But we will not explore political, economic, socio-cultural and technological parameters within the PEST analysis. This position is due to the fact that the same aspects characterize the external environment of the organization in the SWOT analysis.

So, now that we know what the company in question is, we can proceed directly to the study.

1. Analysis of the external environment.

From an economic point of view, the firm is influenced by the following factors:

inflation rate

dollar exchange rate

Film and thread price level

The level of development of competitors

Political factors affecting the company:

Attitude of the Government of the Russian Federation towards the St. Petersburg region

Political reforms (e.g. land reforms, which could increase/decrease rents)

Tax policy

State regulation of light industry

Social factors:

Fashion trends

People's attitudes towards quality of life

People's reaction to price changes

Technological factors include:

The emergence of new technologies in the field of embroidery and thermal transfer (more advanced embroidery machines, thermal presses)

Software improvement

As for buyers (customers), these are people 20-60 years old, living and working in St. Petersburg and the Leningrad region. Representatives of this category are concerned about the promotion of their company, so they keep track of new methods used to build the image of companies. They pay attention to product quality and price level. When making decisions, these people can rely on existing fashion trends.

Suppliers are the next category, which certainly has an impact on Panda's operations. The company is highly dependent on them, since film, threads and fabrics are the basis of the researched production. It is important to note that there are only 3 companies involved in the production of films in St. Petersburg. Therefore, all organizations involved in thermal transfer work with the same suppliers. For Panda, the cost, regularity and, of course, the quality of deliveries are important.

Another important segment of the population that influences the work of the company is competitors. These are quite strong organizations that have been operating in the market in question for a long time - Zig Zag, Art Rice, ODR and others. Some of them have more advanced equipment, which allows expanding the range of services offered. So, for example, not only thermal transfer, but also silk-screen printing can be carried out.

On the other hand, production is influenced by such a factor as labor force. Here, the high demand for wages and the corresponding skill level should be taken into account. There are a lot of students in the city who are always ready to earn extra money. Therefore, a worker vacancy is unlikely to be open for a long time. In addition, today universities produce a large number of programmers, so there should not be any problems here either.

2. Analysis of the internal environment.

We have already started talking about the employees of the enterprise. Now let's continue it within the frame cut. It should be added that the relationship between the leader and the rest of the team is friendly, but not familiar. Since some of the functions are performed by students, one of the ways to stimulate high performance is to increase salaries.

The personnel cut is closely connected with the organizational one. Here it should be said that, despite the described relationships in the team, in Panda, of course, there is a hierarchy: the leader - subordinates. Another point: there is no rigid work schedule for students, which allows you to combine activities in the company with study.

Marketing cut. Prices are formed by summing up the cost of raw materials and a small margin. At this stage, new customers appear through phone calls and advertising. Large-scale campaigns to promote the company are not organized.

And finally, the financial cut. The company prepares monthly reports showing that "Panda" works "in plus". Cash and non-cash payments are made with customers, only cash with suppliers.

Considering the influence of the above factors, we can distinguish the following strengths and weaknesses of the company, its opportunities and threats.

3. Strengths:

Small organization staff

Young and promising team

Flexible leadership policy

Relatively inexpensive raw materials

Good reputation with customers

4. Weaknesses:

Lack of own equipment

Lack of own labor force

small office

Lack of a single workshop

Additional transport costs

Not high enough profit

5. Features:

Production line extension

Entering new markets

Establishing cooperation with suppliers from other regions

6. Threats:

The emergence of new competitors

Increase in material prices

Growing competitive pressure

Decreased reputation

Bankruptcy

7. Development strategies.

Based on the data obtained, we will determine the strategies that Panda can use for successful development.

In the field of SO ("strengths - opportunities"), such strategies can be:

Concentrated growth strategy. We offer access to new markets. For example, it is expedient to open production in Finland.

Integrated growth strategy, namely reverse vertical integration. We believe that the acquisition of production facilities of real suppliers will be quite effective. Such a policy will reduce the company's costs in the future.

On the ST field ("forces - threats"), the following are possible

actions:

Concentrated growth strategy. But in this case, it is preferable to start providing another service. It could be silkscreen.

Such a step will increase competitiveness, and, accordingly, the number of customers will increase.

Integrated growth strategy, namely horizontal integration. We offer the acquisition of competitors' enterprises. For example, you can connect with "Ninta". This will improve the production base, increase the capacity of the company.

And, in the end, there will be one less competitor.

In the field of WO ("weaknesses - opportunities"), we suggest using the following strategies:

Concentrated growth strategy. Since Panda still has more weaknesses than strengths, the most effective, in our opinion, are actions to strengthen its position in the market. This includes creating a positive sustainable image in the region of St. Petersburg and the Leningrad region, increasing the number of customers and more.

A cost-cutting strategy also makes sense as the company's margins are low and material prices are rising.

Estimated costs will require large financial investments, so now it is necessary to reduce the cost bar. For example, using the opportunity to start working with other suppliers, there is a possibility of buying cheaper materials.

On the WT field (“weaknesses - threats”), the following must be done:

Diversified growth strategy, namely horizontal diversification. We believe that Panda needs to work on providing a new service. It can be tailoring, as this production is very closely related to computer embroidery and thermal transfer. This will reduce the cost of purchasing T-shirts, overalls, etc.

Centered diversification strategy. In our opinion, Panda may start providing a new service on the basis of existing ones. This is a sublimated print. A heat press and films are also used here, but the complexity of order fulfillment is much higher. Such actions will lead to increased profits without the cost of new equipment.

Competitiveness will also increase.

The most preferred strategy for Panda at this stage of development is the strategy of strengthening its positions in the market of St. Petersburg and the Leningrad region. This is due to the fact that the company still does not have enough capacity to enter new markets, such as Finland, for example. But at the same time, the company still has a number of advantages, thanks to which it is a fairly strong competitor in its region. Therefore, you should strengthen your position before such a significant step as entering new markets.

At the same time, the general goal of the company is to enter the world markets. And the chosen strategy, of course, partially leads to the achievement of the set bar.

At the same time, the ratio of results to risk also speaks in favor of the chosen strategy, since the company puts practically nothing at stake with the given layout, but, on the contrary, by reducing its weaknesses, it improves its strengths, minimizes threats and expands opportunities.

Perhaps the only disadvantage of such a strategy is the gradual improvement in the state of the company, and not leaps. But, as they say, "if you hurry, you will make people laugh."

Conclusion

So, we have considered such an element of strategic planning as SWOT - analysis.

Summing up, we will hypothesize that the main risk of direct application of SWOT analysis is not even that in reality it is impossible to take into account all the factors of the external environment and the internal state of the enterprise, which usually explains the danger of direct use of certain models of strategic management, but in that these, at first glance, very simple models are considered by Western experts utilitarian, at an insufficient level of abstraction.

Therefore, the following must be taken into account:

You do not need to literally follow the recommendations of the authors of strategic models, so as not to “burn out”. It must be remembered that the proposed models were invented by ordinary people, so you should not limit yourself to what you read - you need to boldly develop what you have learned, relying on your practical experience and common sense.

At the same time, in order to increase the effectiveness of using tools such as SWOT analysis, one should carefully delve into the essence of the technology recommendations proposed by various authors, trying to better understand what is behind these recommendations.

It should be borne in mind that analytical work requires a lot of effort and time, as a result of which these limited resources may not be enough for the main thing, without which bold options for strategic actions cannot be born - free fantasy.

Even if employees are sure that they are already well aware of everything, it is still worthwhile to conduct a SWOT analysis, as in this case it will help to structure the available information about the enterprise and the market and take a fresh look at the current situation and emerging prospects.

In other words, the use of SWOT-analysis will systematize all available information and, seeing a clear picture of the "battlefield", employees will be able to make informed decisions regarding the development of the business in question.

SWOT analysis will allow you to choose the best path for business development, avoid dangers and make the most efficient use of the resources available to the organization.

List of used literature.

1. Vesnin V.R. Strategic Management: Textbook. // M.: TK Velby, Ed. Prospect, 2004

2. Vikhansky O.S., Naumov A.I. Management: Textbook. - 3rd ed. // M.: Gardariki, 2003

3. Cutlip Scott M., Center Allen H., Broom Glen N. Public Relations: Theory and Practice: Textbook - 8th ed. // M.: Ed. house "Williams", 2003

4. Maradanova E.U. "Organization of work with information for the purpose of making managerial decisions" // Marketing and Marketing Research, ch. ed. Skorobogatykh I.I. - M.: Ed. Grebennikov's house, No. 4 (70) July 2007

5. Porshneva A.G., Rumyantseva Z.P., Salomatina N.A. Organization Management: Textbook, 3rd ed., M.: INFRA-M, 2004

6. Advertology.ru