SWOT analysis. Presentation SWOT analysis Kaliningrad region Zaitseva Yu.A Presentation swot analysis of the company

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Characteristics of the company JSC "Holod". Open Joint Stock Company "Kholod" is one of the largest food industry enterprises in the Republic of Tatarstan, providing the population with high-quality products of its own production..

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Founded in 1929, the company began its activities as a cold storage facility, specializing in the storage of food products: meat, fish, poultry, butter, eggs. Today OJSC Kholod is an industrial complex with two refrigeration plants in Kazan, a wholesale center Service-Kholod and its own retail network.

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The company is widely known as a manufacturer of ice cream and fish products, as well as for its services in leasing warehouse space and retail space with refrigeration equipment.

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Since 2005, Kholod OJSC has been part of the Ak Bars holding company, and in September 2006, TD Kholod LLC was created as a dedicated trading division of Kholod OJSC.

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The main problem of the enterprise today is the need to expand the production of new systems and, as a consequence, the need for working capital to finance production and marketing.

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The main achievement of the enterprise is the creation of a high-tech and competitive product - ice cream, fish products, as well as services for the provision of retail space with refrigeration equipment.

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Ice cream production The main activity of JSC Kholod is the production of ice cream. The average annual production volume is more than 1000 tons of ice cream per year. JSC Kholod produces more than 30 types of ice cream on a creamy and ice cream basis, as well as fruit ice.

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The introduction of modern Danish and Italian automated extrusion and packaging lines into the ice cream shop allowed us to significantly increase production, expand the range of products and almost completely eliminate manual labor. In particular, the Streitline extrusion line (capacity 2 thousand tons per year) produces ice cream in the form of briquettes, rolls and in the traditional form - popsicle.

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Production of fish products Since 1993, JSC Kholod began to develop a new type of activity - processing and production of fish products. For this purpose, a new fish processing workshop was built and put into operation, equipped with high-performance equipment from domestic and foreign companies. Currently, a set of measures is being carried out to modernize existing equipment and fixed production assets.

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Refrigeration warehouse complex The warehouse areas of the enterprise have a favorable location, being located in the area of a large transport interchange with high business activity. The complex is equipped with shunting railway tracks, making it possible to ship products not only by large-capacity road transport, but also by rail. These advantages allow tenants to consider the placement of their products on the basis of JSC Kholod as a profitable strategic partnership with the enterprise.

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Services provided: - Rental of refrigerated chambers, freezing equipment - Rental of retail, industrial, utility and office space - Loading and unloading services, rental of loading equipment - Guarded parking services for trucks and cars - Provision of sanitary and veterinary control services - Laboratory analysis of products (for the presence of herbal additives, fat, moisture, salt, acidity, organoleptic properties, etc.)

Description of the presentation by individual slides:

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St. Petersburg State Budgetary Educational Institution “College of Culinary Skills” Zozulina Victoria Viktorovna teacher St. Petersburg State Budgetary Educational Institution “KKM” St. Petersburg 2017 OP.07 “Fundamentals of Economics, Management and Marketing” SWOT analysis

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SWOT is a method of analysis in strategic planning that consists of dividing factors and phenomena into four categories: Strengths Weaknesses Opportunities Threats

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SWOT analysis can be presented in the form of a table: Positive influence Negative influence Internal environment Strengths Weaknesses External environment Opportunities Threats

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SWOT analysis was first introduced in 1963 at Harvard Business Policy Conference by Professor Kenneth Andrews. Initially, SWOT analysis was based on articulating and structuring knowledge about the current situation and trends. Because SWOT analysis does not generally contain economic categories, it can be applied to any organization, individual and country to build strategies in a wide variety of areas. Story

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The analysis consists of two parts. Opportunities and threats represent an analysis of the external environment, all factors that can affect the company, but do not depend on it. Strengths and weaknesses are an internal analysis of the company/product. When compiling a SWOT analysis, you need to indicate at least 5 global external threats and opportunities that can either develop or destroy a business. Methodology for conducting SWOT analysis

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1) Company reputation 2) Product quality 3) Service quality 4) Market share 5) Price 6) Logistics 7) Promotion efficiency 8) Quality of work of sales agents 9) Geographical coverage A list of factors often found in the analysis of strengths and weaknesses:

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10) Introduction of innovations 11) Costs 12) Financial stability 13) Employees 14) Technical equipment 15) Ability to meet deadlines 16) Flexibility, quick response to events 17) Assortment 18) Experience 19) Resources 20) Knowledge of customers

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1) Economic situation in the country and the world 2) Demographic situation 3) Political 4) Social movements 5) Technical progress 6) Competitor analysis 7) Legislation 8) Cultural factors 9) Social issues External opportunities and threats include:

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Express SWOT analysis is the most common type of qualitative analysis that allows us to determine which strengths of our organization will help fight threats and take advantage of opportunities in the external environment, and which of our weaknesses will prevent us from doing this. This type of analysis is liked to be shown in some business schools, since the scheme for conducting it has an undoubted advantage: it is very clear and simple. However, in practice, this technique has disadvantages: only the most obvious factors fall into the points of all cells of the table. Forms of SWOT analysis

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A summary SWOT analysis, which should present the main indicators that characterize the company’s current activities and outline prospects for future development. The advantage of this form of analysis is that it allows, in some approximation, to give a quantitative assessment of the factors that have been identified. Another advantage is the ability to immediately move on to developing a strategy and develop a set of activities necessary to achieve strategic goals. The obvious disadvantage is the more complex analysis procedure (during strategic sessions in which the company's top management participates, it can take 1-2 days, depending on the depth of elaboration of factors).

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Mixed SWOT analysis is an attempt to combine the first and second forms of analysis. To do this, at least three main types of strategic analysis are first carried out (usually STEP analysis, analysis using Porter’s “5 forces” model, and analysis of the internal environment using one of the methods). The advantage of this form is the depth of analysis. The disadvantage is the psychological factor: in practice, very often it ends with the construction of a beautiful matrix and complacency

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There is also the Anti-SWOT method, which is based on SWOT, but its essence is that an analysis of the consequences of failure to implement the intended statements indicated in strengths, weaknesses, opportunities and threats is carried out.

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A practical example of a SWOT analysis of a cafe Strengths Opportunities in the external environment Low pricing policy, accessible to people with average earnings Large number of services provided compared to competitors Young, active staff The organization is profitable Constantly updating the range of dishes Regular customers Interior renovation Availability of permanent suppliers of products Low level of conflicts Enterprise image Increase standard of living of the population The emergence of new clients in connection with well-developed transport communications Increasing the number of working-age population Increasing the demographic potential Development of a set of measures to attract visitors on weekends Introduction of advanced technologies in service Application of innovative technologies in the production and service process

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Socio-economic development of the Kaliningrad region Report: Yu. A. Zaitseva Specialty: Business Economics - 2015 (M) Scientific supervisor: Ph.D. , k.e. n. , prof. Borovikova T.V.

Brief historical background 1239 - founded by the knights of the Teutonic Order; 1255 – foundation of the capital city of Königsberg; 1535 - transformation into the Duchy of Prussia; 1701 - transformation into the Kingdom of Prussia; 1772 - transformed into the province of East Prussia; 1871 - became part of the united German Empire; 1919 - most of East Prussia passed to Poland; 1945 - part of East Prussia with its capital Königsberg becomes part of the USSR, the Königsberg region is formed; 1946 – renaming Kaliningrad region.

General position of the Kaliningrad region in Russia 1 – Among the top three commercial ports of the Russian Federation; 2 – Ranks 1st in the world for amber mining; 3 – One of the best reactionary and tourist zones of the Russian Federation; 4 – The best investment site in the Russian Federation (according to foreign experts); 5 – Strategic military purpose; Headquarters of the Baltic Fleet of the Russian Federation (Kaliningrad, Baltiysk).

Socio-economic characteristics of the Kaliningrad region Name 2011 2012 2013 2014 Population, thousand people 944, 3,950, 6,956, 2,964, 1 Number of working-age population, thousand people. 546, 8,522, 6,501, 8,524, 12 Natural increase / decrease per 1000 people. , ppm -1.5 -0.8 -0.4 -0.6 Average wage, rub. 18455 19911 22268 23401 Population living below the poverty line, % 12, 3 12, 8 12, 5 12, 3 Regional unemployment rate, % 6, 7 6, 9 7, 2 6,

Social and infrastructural development in the Kaliningrad region Programs operating in the Kaliningrad region based on their funding from the budget 1 – Programs for providing housing for the population; 2 – Housing programs for military personnel; 3 – Programs for the development of social support and infrastructure for young families; 4 – Program for the development of education in the regions; 5 – Cooperation programs in the field of higher education with foreign countries; 6 – Program for the restoration of cultural objects of federal significance.

Economic characteristics of the Kaliningrad region Name 2011 2012 2013 2014 GRP, billion. rub. 247, 6,255, 2,253, 6,249, 4 Tax revenues, million rubles. 30356 33478 31745 31458 Funds allocated for federal programs, million rubles. 15401 11685 10745 11896 Number of SMEs, thousand 22.5 30.1 21.5 33.4 Average level of profitability of SMEs, % 12.4 10.1 10.5 10.3 Number of export operations, % 25.3 22.7 23, 2 15, 4 Share of budget revenues from external operations, % 17, 2 15, 3 14, 4 9,

Budget expenditures of the Kaliningrad region Name Share Social sphere 51, 80% Health care 13, 50% Housing and communal services 16, 50% Investment goals 12, 30% Economic development of the region 5, 90%

SWOT analysis of the Kaliningrad region Strengths Weaknesses 1. Favorable geographical location 1. Remoteness from other regions 2. Successfully developed trade area 2. Decline of manufacturing industries 3. Focus of social policy on youth 3. “Brain drain” to foreign countries 4. Development rare crafts in the country 4. Products are more profitable to sell abroad Opportunities Threats 1. Use of investments 1. Priority - trade investments 2. Special economic zone 2. Sanctions from foreign countries 3. Foreign economic relations 3. Dependence on the policies of foreign countries 4. Become a monopolist in the industry 4. For the foreign market it is very difficult, in the Russian Federation it is unprofitable

Recommendations developed During the study, the following recommendations were developed: 1 – Search for investments in the Russian Federation for rare fisheries and amber fishing; 2 – Establishing connections for the sale of rare craft goods to foreign trade unions and organizations; 3 – Transition from a special economic zone in terms of customs benefits for exports to customs benefits for imports; 4 – Development of new tourist complexes and health resorts, targeted reception of citizens from other countries; 5 – Creation of permanent state water routes for transporting goods with preferential treatment.

SWOT analysis in general does not contain economic categories, therefore it can be applied to any organizations, individuals and countries to build
strategies in a variety of areas of their activities.
SWOT analysis is the basis
- to create an objective view of the organizational
enterprise structure
- to set priorities and possible options
actions depending on the way the strong and
weaknesses of the company among themselves in relation to external
factors.
SWOT analysis is a tool that will help you develop
optimal strategy to best stand out among
competitors offering similar services or services.
A SWOT analysis will help you look at where you are
today and where you need to go in the future.

The four components of a SWOT analysis are:

S (Strengths) - Strengths
These are tangible and intangible positive factors within
organizations. These are the advantages and distinctive features of your
company: everything that separates you from your competitors. Most of
them are important and are factors that are under your
control.
W (Weaknesses) - Weaknesses
These are limitations or weaknesses within the organization. It's a shortage
resources or competencies that may reduce performance.
When developing this list, both organizational and
user perspectives.
O (Opportunities) - Opportunities
These are the main external factors that could provide your
organization competitive advantage. These are the factors that your
a company can use to become more successful.
T (Threats) – Threats (risks)
These are the main unfavorable external circumstances that can
hinder the continued success of your organization. They represent
are factors from which you must protect your company.

- Internal factors: strengths and weaknesses - Use strengths to create external opportunities - Overcome

Internal factors: strengths and weaknesses
- Leverage strengths to create external opportunities
- Overcome internal weaknesses
- Minimize negative consequences from weaknesses
internal factors, from three points of view:
1. From the organization:
- Corporate culture
- Availability and accessibility of resources
- Company reputation
- Efficiency in completing tasks
- Operational potential
- Brand recognition
- Market share
- Financial resources
- Patents or trade secrets
- Key employees
2. From clients:
- People who are currently buying your products
- Exclusive contracts
- Investors
3. From competitors:
- Companies that sell similar products or services
- Brand recognition
- Market share

External factors: opportunities, threats External factors are elements of the external environment that can have an impact on

the organization's ability to succeed and provide value to its customers in the future. Factors
may depend on customers, market trends, suppliers or partners.
1.
2.
3.
4.
Four categories of external factors:
You can examine external factors by looking at them from different perspectives as well.
From competitors:
- Mergers and acquisitions in your industry
- Entry of new competitive players into the market
- Price wars
- Technological changes (modernization, optimization)
From the side of economic prerequisites:
- Changes from an economic point of view
Political/Regulatory Background:
- Legal changes in your industry (legislative acts (laws)
- Political changes that may affect your industry
- Regulatory changes that may impact your industry
- Changes in the tax system and law
Social prerequisites:
- Socio-cultural changes in the market
- Demographic changes
- Overall market growth

STRENGTHS Strengths, as positive factors within an organization, add value to your products or services,

giving you a competitive advantage. They are the factors that differentiate your organization from
other companies offering similar products or services.
How to analyze strengths?
When looking at organizational capabilities, the following must be considered:
Adaptability
How quickly can your organization adapt to changing circumstances? How much
can it (or cannot) be flexible, taking into account both internal and external factors?
Expansion (Growth)
Can your organization continue to grow in the market or is your market oversaturated? (Exists
is there a “ceiling”? Related to regional location or demographic characteristics,
For example)
Would it be easy for your organization to enter or create new markets?
When considering the capacity of your resources, consider the following:
Availability
How easy is it to obtain resources (personnel, raw materials for production...) within your organization?
Superiority
What is the quality of your organization's resources?
Are they modern and flexible when needed?
Distribution
How are organizational resources allocated?

Questions to help identify strengths
What does your organization do really well?
What are your assets?
What are your core competencies?
Does your organization have proprietary tools that differentiate you from
competitors? Could you create or develop some of them if
necessary?
What relevant competencies, talents and abilities do they have?
your employees?
How does your organization compare to your competitors?
What is your market penetration?
Is there a positive effect in the organization's culture at work?
place?
How strong are your financial resources?
Examples of Strengths:
- Specialized marketing experience
- New or innovative products or services
- Geographic location of the business
- Quality of processes and procedures
- Any other aspect of your business that adds value to your products or services

WEAKNESSES Weaknesses are factors within your control. They interfere with maintaining competitive advantage. This

shortcomings, shortcomings and problems that need to be solved on the way to achieving goals. Typically, weaknesses
- these are factors that will progressively worsen unless work is done to correct them.
Weaknesses are internal liabilities that stand in the way of an organization's success.
The shortcomings in the company can be solved
in several ways:
Correcting the situation
How will your organization correct this deficiency?
Protection
Is it possible to hide your weakness from clients and
competitors, its solution has not yet been implemented?
Offensive actions
What steps can your organization take?
to divert attention from weaknesses?

Questions to consider when considering weaknesses:
What can your organization do better?
What does your organization do poorly?
What should your organization avoid?
Where is your organization losing money?
Are customer needs fully supported based on current revenue?
Will customers pay more for your products or services?
Where is your company lacking resources?
Are you using the best technology?
Are there enough financial resources?
Are there enough employees to meet long-term plans?
Do employees have enough knowledge and competencies? If not, perhaps training is required?
Examples of weaknesses:
Lack of experience
Products or services that are undifferentiated in relation to competition
Poor quality of products or services
Poor reputation for your organization or its brand
Limited resources
Lack of management skills
Lack of access to skills and technology
Insufficient systematization of business processes
Slow deliveries
Poor location for your business

OPPORTUNITIES Opportunities are favorable external conditions that, if exploited, can positively affect your

organization. They can become your new company development tactics to increase profitability
You can create new opportunities by reducing internal weaknesses or by transforming
existing strong ones into even stronger ones.
Opportunities must be specific
These features can be used to:
Marketing wars
Concentrate your efforts on attacking positions
weak leader
Enter a new market before anyone else
Cooperation
Leverage your organization's strengths
creating a strategic alliance with the main
competitor.

Questions to consider when considering opportunities:
Are customer needs changing and can your organization adapt to these changes?
in a timely manner?
What are the current market trends in your industry?
Is your organization responding to these trends?
Can you maintain or increase market penetration?
Are there economic changes that benefit your organization?
Are there favorable economic conditions emerging in your market?
Have you received any concessions from suppliers?
Are there political or social circumstances that may affect your organization?
Is your organization ready for market demographic changes?
Are you aware of changes in social values that may affect the desirability of your products or
services?
How is advanced technology used compared to your competitors?
Are you going to introduce new technologies that will help you stand out?
Are there existing niches where your competitors are missing?
Does your organization have a plan to enter a new market?
Do you know which niche has not been exploited until now?
Examples of features:
- Development or formation of the market
- Mergers, joint ventures or strategic alliances
- Transition to new market segments that provide the opportunity to earn more profit
- New international market
- Mergers and acquisitions among your competitors' circles

THREATS Threat comes from many sources. They may come from competitors, be associated with changes in market conditions,

economics or public administration.
The better you identify threats, the more effectively you can position yourself and respond in a timely manner.
them to react
Questions to consider when considering threats:
Are there changes in the economy that could affect your business?
Can your organization respond quickly to these changes?

Can your organization withstand an economic downturn?
Will your profitability affect the improvement of the economy?
Are there political or regulatory trends that could impact your business?
Have new regulations been adopted that could reduce your organization's profitability?
How are your competitors reacting to these changes?
Your competitors have announced new technology that makes your product obsolete?
Can your organization respond quickly and remain profitable?
Where are you vulnerable in the market?
Foreign competitors with market share?
Can you maintain or improve your position above your competitors?
Does your organization influence industry trends?
Are you keeping up with the changing needs of your customers?
Are you ready to adapt to changes in your customer demographics?
Will customers need your product or service if the changes occur?
How are your competitors reacting to changes?

Examples of threats:

New competitor in your market
Competitors' price wars
A competitor introduces a new, innovative product or service
Competitors have greater opportunities in distribution channels
Introducing new or increasing taxes on your products or services
Existing or potential competitors
Changes in supplier prices
Government regulation
Economic changes
Bad reviews and compromising materials in the media or press about your
organizations
Changes in consumer behavior negatively impacting sales
Introduction of new technologies that make your products or services obsolete

General Rules for Conducting a Successful SWOT Analysis

Be realistic when developing a list of strengths and
weaknesses of your organization.
Be clear about where your organization is located.
today and where it might be in the future.
Ask specific questions.
Look at your competitors and determine what
is your organization better or worse than competitors in terms of
to each factor.
Ultimately, strive for simplicity. Make an accent
on things that lie on the surface. Avoid
too deep analysis.
SWOT analysis is a subjective assessment.

1. Appointment of the person responsible for implementation
Make someone accountable for the success of the analysis. It could be
a consultant from a third party or an employee of your organization. Choice
responsible person among your organization is preferable, due to his most
high interest.
2. Goal setting
Think about the purpose for which you are conducting a SWOT analysis. What do you hope to achieve in
result? While conducting the analysis itself, keep your goals in mind at all times.
3. Author's choice
For a good quality analysis, it is crucial
the person performing it. Any SWOT analysis will ultimately represent
The result is the personal opinion of that person. Even if he is an interested key
employee of the organization. This will be just one opinion. So it might be a good idea
seem to conduct a SWOT analysis by several stakeholders on
individually or in a group discussion.

Seven Steps to Conducting a SWOT Analysis

4. Distribution of tasks between participants
Conducting a SWOT analysis can involve a lot of research and information gathering. In that
case, use separation of concerns. This would be a good way to use individual
strengths of the participants.
When considering strengths and weaknesses, gather information from your capabilities
organizations in the following areas:
Processes and Operations
Human resources
Key suppliers and/or partners
For opportunities and threats, collect information and data about external factors such as:
- Clients and markets
- Competitive environment
- Technological changes
- Financial, social, regulatory and other risks
5. Create a safe environment
Encourage an atmosphere conducive to the free flow of information, where participants feel
that they can say what they feel without fear of being ridiculed.

Seven Steps to Conducting a SWOT Analysis

6. View information starting from the external environment
What external events do you think will provide the greatest opportunity for
your organization in the next few years?
What external events could pose significant threats to your organization's success in
next few years?
What opportunities are you considering for your organization?
What things can improve your organization's chances of success in these areas?
What can your organization do to avoid as much as possible the situation with your most
serious potential threats?
How can you use your strengths?
Can your organization take advantage of changes in the external environment or new
circumstances?
What opportunities will be available to your organization if you address governance weaknesses?
Do you have internal strengths and weaknesses that can be used to
address identified opportunities and threats?
7. Analyze your organization's greatest strengths relative to your competitors
What are the biggest weaknesses you see within the organization that need to be addressed if you
want to use certain features?
Strengths can relate to the group, environment and people.
What obstacles might prevent you from achieving your goals?
What elements in the organization need to be strengthened?
Are there weak links in the chain?

Criteria for writing a good SWOT analysis:

1. Avoid listing general statements that may
apply to any organization in your field.
2. Be specific about your strengths and weaknesses
organizations.
3. Don't confuse the results of strengths (profit and share
market).
4. Remember that improvement is not the same as strength.
5. Avoid strengths and weaknesses that are
different aspects of the same strategy or resource.
6. Rank the criteria on your list of parties,
to make it understandable. Then it will be clearer why
factor is important and why it should be considered.
Add concrete evidence and put numbers there,
where appropriate.

Methods of collecting information for SWOT analysis

1. Conduct a short (no more than five questions) online survey of your clients. Ask them:
What influences their decision most when purchasing a product?
What is their biggest obstacle?
What would they change about your products or services if they could?
2. Talk to people in your organization.
This could be someone from some department, for example:
Customer service
Product development
Website promotion
Management personnel
Anyone else with a clear picture of the competitive market
3. Research the competition by asking:
Who are they?
How do they position themselves?
What are their strengths and weaknesses?
Gather information by analyzing:
Their product brochures; their website; their blog; trade literature; professional associations; that your sales department
hears from its clients; analyst reports; business publishing
4. Assess the existing market, paying particular attention to:
- Size
- Trends, both existing and new
- Future needs

SWOT analysis. Presentation SWOT analysis Kaliningrad region Zaitseva Yu.A Presentation swot analysis of the company

The four components of a SWOT analysis are:

- Internal factors: strengths and weaknesses - Use strengths to create external opportunities - Overcome

External factors: opportunities, threats External factors are elements of the external environment that can have an impact on

STRENGTHS Strengths, as positive factors within an organization, add value to your products or services,

WEAKNESSES Weaknesses are factors within your control. They interfere with maintaining competitive advantage. This

OPPORTUNITIES Opportunities are favorable external conditions that, if exploited, can positively affect your

THREATS Threat comes from many sources. They may come from competitors, be associated with changes in market conditions,

Examples of threats:

General Rules for Conducting a Successful SWOT Analysis

Seven Steps to Conducting a SWOT Analysis

Seven Steps to Conducting a SWOT Analysis

Criteria for writing a good SWOT analysis:

Methods of collecting information for SWOT analysis

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