Internal strategic analysis. Strategic analysis of an enterprise on the example of Construction Management LLC. Enterprise strategic analysis

Strategic analysis involves the study of the organization's provisions, for which changes in the external environment of the organization are studied and the advantages (disadvantages) of the organization's resources that it may have under these changes are assessed. The main purpose of strategic analysis is to assess the key impacts on the current and future position of the organization.

There are 3 components of strategic analysis:

1) Purpose, objectives and expectations. The purpose and the main objectives form the background in which the proposed strategies are formulated, as well as the criteria by which they are evaluated. The goal establishes the raison d'être of the organization and the nature of its activities. The main objectives define what the organization intends to accomplish in the medium and long term to achieve the goal.

2) Analysis of the external situation. The second component of strategic analysis is the study of characteristics external environment in which the organization operates. The external environment can create opportunities or threats to the organization: the organization exists against the background of a complex external environment, which includes many elements: political, technological, social and economic. The external environment is undergoing significant changes, which poses a critical strategic question for the organization.

3) Analysis of internal resources. The third component of strategic analysis is an analysis of the internal resources at the disposal of the organization of the key strengths and weaknesses of the organization. The purpose of the analysis is to develop an overall picture of internal influences and constraints on strategic choices. Internal analysis focuses on two areas: identifying the strengths and weaknesses of organizations and identifying expectations and opportunities to influence the process strategic planning enterprises. One of the results of strategic analysis is the formulation of the general goals of the organization, which determines the scope of its activities. Based on the goals, tasks are put forward.

Model "Semi - S"

The seven C's are a framework for analyzing organizational performance. They represent seven elements that are key to the success of an organization — strategy, structure, systems, style, dexterity, people, and shared values. This theory has helped change the way leaders think about improving organizations. She says that it is not enough just to develop new strategy and follow it. And it's not about creating new systems that generate improvements. To be effective, your organization must have a high degree of alignment (internal consistency) between all seven Cs. Each "S" must be consistent with the other "S" and reinforce them.

All C's are interdependent, so changing one of them affects all the others. It is impossible to make progress in one area without progress in all other areas. Therefore, in order to improve the organization, it is necessary to pay attention to all seven elements simultaneously.

Strategy- the path of further development chosen by the organization; a plan designed to gain sustainable competitive advantage.

Structure- the framework within which the activities of the organization's members are coordinated. The four basic forms of structure are: functional, branch, matrix and network.

Systems- formal and informal procedures, including those governing the day-to-day operations of the compensation system, information management and capital allocation.

Style- leadership approach of top management to business and the general production approach of the organization; also the manner in which employees of the organization present themselves: to suppliers and customers.

Skill- what the company does best, the distinctive abilities and capabilities of the organization.

Employees - labor resources organizations; refers to the development, training, socialization, integration, staff motivation and promotion management.

Shared values- were originally called subordinate goals - the guiding concept and principle of the values and aspirations of the organization. Often unwritten fundamental ideas that go beyond the stated goals of the corporation around which the business is built, factors that influence the group's work towards a common goal.

The essence of SWOT analysis

SWOT - This abbreviation is made up of the first letters of an English word. SWOT - analysis means identifying the strengths and weaknesses of the organization, external threats and opportunities that may hinder or assist the organization in its activities. The SWOT analysis technique is about comparing the internal strengths and weaknesses of the company with its external opportunities and threats and is a very useful and easy-to-use tool for quickly reviewing the strategic position of the company. It is based on the premise that the strategy must ensure a strict correspondence between the internal capabilities of the firm and the situation outside of it.

When conducting a SWOT analysis, the following are considered:

1 - strengths are something that a company does especially well and is considered to be. important characteristic v competitive struggle;

2 - weaknesses - what the company lacks or what it does badly in comparison with others, that is, internal conditions that put it at a disadvantage.

3 - opportunities - favorable factors and changes in the external environment that can give specific company any competitive advantages or open important ways of growth and development for it.

4 - threats - factors of the external environment of a particular company that pose a threat to its well-being and prosperity, for example: the emergence of cheaper technology, the introduction of new and cheaper products by competitors into the market.

Portfolio Analysis: The Boston Advisory Group Matrix

The strategic analysis of a company is called portfolio analysis. An enterprise portfolio, or corporate portfolio, is a collection of relatively independent business units (SEB) belonging to one owner. Portfolio analysis is a tool by which the management of the enterprise identifies and evaluates its economic activity with the aim of investing in the most profitable or promising areas and reducing investment in ineffective projects.

At the same time, the relative attractiveness of the markets and the competitiveness of the enterprise in each of these markets are assessed. It is assumed that the company's portfolio must be balanced, i.e. the correct combination of products needing capital for further development with economic units having a certain surplus of capital must be ensured. The purpose of portfolio analysis is to harmonize business strategies and allocate finances among the business units of the company.

Process normal analysis includes 4 stages and is carried out according to the following scheme:

Stage 1. All activities of the enterprise are divided into SEB.

Stage 2. The relative competitiveness of individual business units and the development prospects of the respective markets are determined.

Stage 3. A strategy is developed for each business unit and business unit, with similar strategies combined into homogeneous groups.

Stage 4. Management assesses the strategies of all divisions in terms of their relevance to the corporate strategy, weighing the profits and resources required by each division using portfolio analysis matrices.

The Boston Matrix is based on a product life cycle model, according to which a product goes through 4 stages in its development:

1) Entering the market (product - "question mark");

2) Height (product - "star");

3) Maturity (product - "milked cow");

4) Recession (product - "dog"). To assess competitiveness certain types business, use 2 criteria: the growth rate of the industry market and the relative market share.

Zvezda are the market leaders. They generate significant profits due to their competitiveness, but also need funding to maintain a high market share. “Question mark” - products in this group can be very promising as the market expands, but requires significant funds to maintain growth. With regard to this group of products, it is necessary to decide: increase the market share of these products or stop financing them. Cash cows are commodities that can generate more profits than are necessary to support their growth.

They are the main source of funds for investing in a new product. "Dogs" are products that are at a cost disadvantage and have no room for growth. The preservation of such goods is associated with significant financial costs with little chance of improvement. They do not need investments, if they are profitable, it is advisable to keep them in the company. Sale is possible. Ideally, a balanced enterprise portfolio should include 2-3 products - "cows", 1-2 - "stars", a few "question marks", as a reserve for the future, a small number of "dogs" products.

Portfolio analysis based on the McKinsey matrix

The characteristics of the matrix are carried out in a coordinate system, one of the axes of which is the attractiveness of the industry in which the SEB operates, and the other axis is the competitive position of the SEB in the industry. Industry attractiveness: profitability, industry growth, size, technological stability. Competitive position in the industry: production costs, productivity, market share. The horizontal line represents the competitive position, and the vertical line represents the attractiveness of the industry. Each of the axes is divided into 3 equal parts that characterize the degree of attractiveness of the industry (high, medium, low) and the state of the competitive position (good, average, bad). Inside the matrix, 9 squares are allocated, a hit in which indicates where the firm's strategy should be assigned to them in the future.

In relation to those SEB (products) that fell into the "success" square, the firm must apply a development strategy. These businesses have a good competitive position in attractive industries, so the future clearly belongs to them. SEB (products) that appear in the “question mark” square may have a good future, but for this the firm should make great efforts to improve their competitive position. SEB, caught in the square " profitable business"Is a source of receiving money. They are very important to keep the firm running smoothly. But they can die because the attractiveness for the firm of the industry in which they are located is low. Hit the square medium business»Do not give an opportunity to unambiguously judge the future fate of SEB. In relation to it, a decision can be made only on the basis of the analysis of the state of the entire portfolio of business (products).

Regarding the SEB, caught in the “defeat” square, we can conclude that it is in a very undesirable position, requires a fairly quick and effective intervention in order to prevent possible serious negative consequences for the firm. The expediency of this strategy is to invest in SEB in order to maintain a position and follow the development of the market. The "business screen" reflects the results of research for all strategic units of the enterprise and on the basis of this form the market strategy of the enterprise as a whole.

Conclusions for the strategy based on the McKinsey matrix:

1 - resources should be withdrawn from the losers and given to the winners, the position of the winners is strengthened.

2 - the organization is trying to turn "question marks" into winners.

3 - resources are invested in winners and question marks. Based on these findings, the organization chooses a development strategy.

The most important element of strategic management is strategic analysis , allowing to identify the current and possible future state of the external and internal environment of the company.

The most common methods of strategic analysis include the following:

SWOT analysis;
PEST + M-analysis;
analysis of the company's product portfolio (matrix BCG, or matrix McKinsey ).

The simplest (in terms of the perception of results) and the most common tool for strategic analysis is SWOT analysis.

In 1963, at a conference on business policy at Harvard, Professor Kenneth Andrews first publicly voiced the acronym SWOT (Strengths, Weaknesses, Opportunities, Threats), which means "Strength", "Weakness", "Opportunities", "Threats". Since the 1960s. to this day, SWOT analysis is widely used in the process of strategic planning. Known, but scattered and unsystematic ideas about the company and the competitive environment, this method allowed to formulate in the form of a logically coordinated scheme of interaction of forces, weaknesses, opportunities and threats.

Force - it is what the company has excelled at, or some feature that gives it additional capabilities.

Weakness - this is the absence of something important for the functioning of the company, something that it fails (in comparison with others), or something that puts it in unfavorable conditions.

Possibilities are defined as something that gives a firm a chance to do something new: release a new product, win new customers, introduce new technology etc.

A threat - this is something that can harm the company, deprive it of significant advantages.

As a rule, SWOT analysis, i.e. analysis of the strengths and weaknesses of the organization, opportunities and threats emanating from environment, is carried out using auxiliary tables (matrices). Simplest form presentation of the results of the SWOT analysis is given in table. 3.2.

Table 3.2

Matrix SWOT analysis

At the intersection of the blocks, four fields are formed:
SIV (strength and capabilities);
SIU (forces and threats);
SLV (weaknesses and opportunities);
SLU (weakness and threat).

On each of the fields, pairwise combinations are selected, which must be taken into account when developing a strategy. For example, for couples from the SIV field, the strategy should use the strengths of the organization to get the most out of the opportunities provided by the external environment. For pairs from the SIS field, the strategy should provide for the use of strengths organizations to prevent threats, etc.

In fact, the intersection fields are sets of possible scenarios for the development of events. For example, the possibility of the external environment "Growing consumer interest in the product" and the strength of the organization "Active marketing policy" can make up a pair of SIV "Expanding sales by attracting new customers". This pair of SIVs can become a real scenario for the development of events, favorable for the organization, but only if the implementation of the named strength, taking into account the capabilities of the external environment, is fixed in the strategy and accepted as one of the goals (tasks) of the organization.

When choosing a strategy, it should be remembered that opportunities and threats can turn into their opposites. For example, an untapped opportunity can become a threat if a competitor exploits it.

Table 3.3 lists the categories most often included in the SWOT analysis. Each SWOT is unique and may include one or two of them, or even all at once. Each element, depending on the perception of buyers, can turn out to be both a strength and a weakness (when analyzing the internal component). Accordingly, an opportunity can become a threat (when analyzing the external component).

Table 33

Indicators required for conducting a SWOT -analysis

Indicators of the external environment

Indicators immediate environment

Indicators of the internal environment of the company

Economic forces –

GDP, inflation rates, unemployment rate, interest rate, labor productivity, taxation rates, balance of payments, accumulation rates, etc.

Political factors- a clear understanding of the intent of the organs state power in relation to the development of society and the means by which the state intends to implement its policy.

Market factors- numerous factors that can have a direct impact on the success and failure of the organization.

Technological factors- the opportunities that science opens up for the production of new products.

International factors- Threats and opportunities may arise from ease of access to raw materials, foreign cartels (eg OPEC), exchange rate changes and political decisions in countries acting as investment targets or markets.

Legal factors- study of laws and other regulations, the effectiveness of the legal system.

Social factors- people's attitude to work and quality of life, customs and beliefs, demographic structure, division of values, population growth, educational level, etc.

Buyers- geographical location, demographic characteristics, socio-psychological characteristics, the attitude of buyers to the product.

Suppliers- the cost of the supplied goods, quality assurance, delivery time schedule, punctuality and the obligation to fulfill the conditions by the supplier.

Competitors- identification of strengths and weaknesses.

Labor market

Personnel of the company- their potential, qualifications, interests.

Organization of management.

Production, including organizational, operational and technical and technological characteristics, research and development.

Firm finances.

Marketing.

Organizational culture

As already noted, one of the goals of a SWOT analysis is to highlight the factors that significantly affect the company's business in order to develop a strategy. The next logical step, which improves the quality of the results of strategic analysis, is the structuring of the selected factors, i.e. splitting them into groups. Any classification, of course, must have a purpose. The SWOT analysis format is detailed in PEST + M-analysis, in which all environmental factors are divided into five groups of factors (Fig. 3.5).

political (P);
economic (E);
social (S);
technological (T);
market environment factors (M).

Moreover, the last group of factors (market environment) is recommended to be divided into three groups: suppliers, buyers and competitors. And competitors, in turn, are divided into three more groups of factors: existing competitors, potential competitors and substitute products.

Rice. 3.5.

The PEST + M-analysis technique, like many others, was developed in the West.

The political factor of the external environment should be studied first of all, since the main political issue is the issue of power. And the central government regulates the mechanism of circulation of money in the state, as well as a number of other key conditions for obtaining basic resources for the activities of any organization.

Analysis of the economic aspect of the organization's external environment allows us to understand how the main economic resources are formed and distributed at the state level. For most specific organizations, this is the most important general condition for their business activity.

The social component of the external environment is most associated with the formation of consumer preferences of the population. This, as a rule, determines its special importance in analyzing the possible demand for an organization's product in a strategic perspective.

The significance of the technological factor of the external environment is also almost obvious. In modern conditions of rapid technological changes, any organization faces a constant threat of losing the market for a product due to its displacement by a technologically more advanced product. Therefore, the purpose of the strategic analysis of the technological aspect of the development of the external environment is as follows: the analysis should provide the organization with information that allows it to reorganize in time to production and (or) the implementation of a technologically promising product; in parallel with this, the organization must manage to get sufficient profit from its traditional products and at the same time be able to give them up on time in favor of more promising ones.

When developing strategic plan you can rely on the key factors identified as a result of SWOT analysis or PEST + M-analysis. These factors can be interrelated, and from the analysis of such interconnection, new conclusions can be drawn, which will be reflected in the company's strategy.

In addition, when conducting strategic analysis, one of the important issues is the company's future product portfolio. It is necessary to understand what these areas of activity will be, how they will be financed and what will be their positioning in the future. Therefore, when developing a strategy, it is recommended to use one of the standard methods: this is a matrix Boston Consulting Group (BCG), or matrix McKinsey.

In accordance with these methods, all areas of the company's activities are positioned in the coordinates: the attractiveness of the market and the competitive status of the company in this market.

In the matrix BCG the hypothesis is used that each of these indicators can be estimated using one parameter. The market growth rate is used to assess the attractiveness of the market, and the market share occupied by the company is used to assess the competitive status of a company in this market.

In the matrix McKinsey a more complex methodology is used to assess the attractiveness of the market and the competitive status of the company. It can be used in both growing and stagnant markets. This is the main difference between the matrix BCG from the matrix McKinsey. The Strategic Business Lines Analysis Matrix offers the following set of strategic decisions (Figure 3.6).

Rice. 3.6.

Other methods can be used for analysis, for example, value chain analysis, cost analysis, modified factor analysis scheme of the firm. Du Pont , the financial analysis.

In strategic management, the results of the analysis are used at all stages and can influence the formulation of the mission of the organization, on their basis the goals of the organization (and subsequently the strategy) are determined.

We have already covered the types of competition and 5 competitive forces affecting the enterprise. In a competitive environment, it is important for an enterprise to have a strategic plan. In order to choose the strategy that the company will adhere to, it is necessary to conduct a strategic analysis. There are several types of strategic analysis. Let's consider them.

GAP analysis (gap analysis)

Gap Analysis is a comprehensive analytical study that examines discrepancies, gaps between the current state of the company and the desired one. This analysis also allows you to identify problem areas ("bottleneck") that impede development, and assess the degree of readiness of the company to make the transition from the current state to the desired one.

Let's consider how this method of analysis is applied to solving the problem of increasing sales. If the company has chosen this parameter as a strategic goal, then it can be approached in different ways.

· On the one hand, within the current market volume, we can increase our sales by intercepting sales from competitors. We must not forget that competitors in the same way claim to the market share of your company and you need to defend yourself against them.
· On the other hand, there may still be a large group of consumers not covered by our products / services. If we assume that all possible consumers have used the goods / services produced by our company and competitors, then the total sales volume is called the absolute market potential and can be taken as a "super-goal".

Let's list the main reasons that prevent you from covering the entire potential market.

· Firstly, there are groups of consumers who are not satisfied with existing goods, as they do not have certain functions. For example, people may not drink coffee because they have high blood pressure due to the caffeine it contains. In this case, you can expand the range of products by releasing, for example, decaffeinated coffee.
· Secondly, many goods do not reach consumers, because they simply cannot buy them at the right time due to shortcomings in the distribution network (delivery schedule is not adhered to, products are not ordered on time). In this case, you need to think about how to properly organize the sale of goods.
· Third, many consumers do not know how to best use the product. Then our job is to point that way (see the Orbit ad: “Take two chewing gum pads”).

Steps to Perform a Gap Analysis

Gap analysis includes the following steps.

1. Determination of the current value. Gap analysis begins with forecasting the state of the company for the planned period using the method of expert assessments or using mathematical forecasting methods. This stage allows you to assess what position your company could occupy, calculate all possible benefits, which she received as a result of making certain decisions.
2. Determination of the maximum available value. In the process of assessing the existing gap, it is necessary to find out whether it can be bridged at all? If the gap is too large to be bridged with own resources, it is advisable to either revise the desired future, or break its achievement into several transitional stages, or stretch the process over a longer period of time.
3. The choice of the criterion by which the consideration will take place. Within the framework of this stage it is necessary to break the general gap into components that correspond to each significant functional, sectoral, territorial and other areas of activity, which will subsequently be planned. In the course of such a breakdown, sets of needs are identified and grouped into major categories. Thus, each section of planning represents a group of needs that have an impact on bridging the gap between the present and the future. The groups of possible needs may include information, communication, financial marketing, administrative, technical, etc.
4. A set of plans (initiatives) to achieve. Sources can be employees of various services, distribution channels, competitors, government agencies. Market-focused sources identify opportunities based on the wants and needs of consumers. R&D sources identify new product opportunities based on fundamental research. At the same time, methods of generating ideas can include brainstorming, polls, questionnaires, etc.

Analysis of the dynamics of costs and construction of the experience curve.

One of the classic strategy models was developed in 1926. It links the definition of a strategy to the achievement of a cost advantage. Assumes that every time production doubles, unit cost is reduced by 20%. The experiment curve is shown in Fig. 3. Reducing costs with an increase in production is due to a combination of the following factors: 1 advantages in technology arising with the expansion of production; 2 learning by doing the most effective way organization of production; 3 the effect of economies of scale. In accordance with the experience curve, the main direction of the firm's strategy should be the conquest of the largest market share, since it is the largest competitor that has the opportunity to achieve the lowest unit costs and, therefore, the highest profits. In modern conditions, achieving cost leadership is not necessarily associated with an increase in the scale of production. The current high-tech equipment is designed not only for large production, but also small ones. Today, even a small firm can use computers, modular equipment, which provide high performance and adaptability to solve various specific tasks.

Figure 3

Target analysis - search ways to reduce costs while increasing production. The main goal is to conquer the largest market share.

The main disadvantage of the model is the consideration of only one of the internal problems of the organization and inattention to the external environment (primarily to the needs of customers).

Classic portfolio model- BCG matrix (Boston consulting group).

When conducting strategic analysis, one of the important issues is the future product portfolio of the company. It is necessary to understand what areas of activity are priority, how they will be financed and positioned in the market. Therefore, it is recommended that you use one of two standard methodologies when developing your strategy: the Boston Consulting Group (BCG) matrix or the McKinsey matrix. In accordance with these methods, all businesses of the company are positioned in terms of "market attractiveness" and "competitive status of the company in this market." The fundamental difference between these two methods lies in assessing the attractiveness of the market and the competitive status of the company in it. The BCG matrix is hypothesized that both can be measured using a single dimension. The attractiveness of a market is determined by the rate of its growth, and the competitive status of a company in this market is determined in accordance with its share. For a start, even such a simplified approach can be used, but a more accurate estimate can be obtained only if we take into account several parameters that affect the attractiveness and competitive status.

So, Zvezdy has a high growth in sales and a high market share. Market share must be maintained and increased. Stars are very profitable. But, despite the attractiveness of this product, its purely monetary income is quite low, since it requires significant investments to ensure a high growth rate. Cash cows (Moneybags) have a high market share, but a low growth rate in sales. Cash cows need to be protected and controlled as much as possible. Their attractiveness is explained by the fact that they do not require additional investments and at the same time provide a good cash income. The proceeds from sales can be directed to the development of "Wild cats" and to support the "Stars". "Dogs" are characterized by a low growth rate, low market share, a product, as a rule, a low level of profitability and requires a lot of attention from the manager. You need to get rid of "dogs".

"Wild Cats" ("Dark Horses", "Question Marks", "Dead Weight"). They have a low market share but high growth rates. Such goods need to be studied. In the future, they can become both stars and dogs. If there is a possibility of transferring to the stars, then you need to invest, otherwise, get rid of.

Disadvantages of this analysis:

- a strong simplification of the situation;
- lack of accounting for the financial aspect, the removal of dogs can lead to an increase in the cost of cows and stars, as well as negatively affect the loyalty of customers using this product;
- the assumption that the market share corresponds to the profit, this rule may be violated when a new product is introduced to the market with high investment costs;
- the assumption that the market decline is caused by the end of the product life cycle. There are other situations in the market, for example, the end of rush demand or an economic crisis.

To the benefits BCG matrices relate:

- theoretical study of the relationship between financial receipts and the analyzed parameters;
- objectivity of the analyzed parameters (relative market share and market growth rate);
- the clarity of the results obtained and the simplicity of construction.
- it allows you to combine portfolio analysis with a product life cycle model
- simple and easy to understand
- it is easy to develop a strategy for business units and an investment policy

Plotting rules: the horizontal axis corresponds to the relative market share, the coordinate space is from 0 to 1 in the middle with a step of 0.1 and further from 1 to 10 with a step of 1. The assessment of market share is the result of the analysis of sales of all industry participants. The relative market share is calculated as the ratio of own sales to sales of the strongest competitor or the three strongest competitors, depending on the degree of concentration in a particular market. 1 means that own sales are equal to sales of the strongest competitor.

The vertical axis corresponds to the growth rate of the market. The coordinate space is determined by the growth rates of all the company's products from maximum to minimum; the minimum value can be negative if the growth rate is negative.

For each product, the intersection of the vertical and horizontal axes is established and a circle is drawn, the area of which corresponds to the share of the product in the company's sales (Fig. 4).

Figure 4

Multivariate portfolio model - McKinsley matrix.

In the early 1970s, an analytical model emerged, jointly proposed by General Electric Corporation and a consulting by McKinsey& Co, and dubbed the "GE / McKinsey Model".

The model name comes from the company name and seven factors, seven words starting in English language with the letter "S" (strategy - strategy, skill - skills, shared values - generally recognized values, structure - structure, systems - systems, staff - personnel, style - style).

Market attractiveness criteria.

Instead of one market growth, a number of market attractiveness criteria were used, such as:

· Market size.
· Market growth rates.
· Number of competitors.
· Profit potential.
· Social, political and legal factors.

Competitive Strength Criteria.

Also, instead of using one market share as an indicator of competitive strength, a number of factors were used, such as:

· Market share.
· Opportunity to develop a distinctive advantage.
· Opportunities for the development of price advantages.
· Reputation.
· Distribution capabilities.

Weighing criteria.

The managers were able to decide which criteria applied to their products. This gave the model a market appeal - flexibility in a competitive position. Having defined the criteria, the managers then agreed on the weighing system for each set of criteria, those of the factors that were more important had more weight... For example: market attractiveness. Competitive strength.

Market size 0.15 Market share 0.20.

Market growth rate 0.20 Distinctive advantage 0.40.

Number of competitors 0.30 Price advantage 0.05.

Profit Potential 0.30 Reputation 0.10.

Social, political, Opportunities for dissemination 0.25, legal factors 0.05.

Each factor of market attractiveness is rated on a 10-point scale (from 1, meaning not attractive, to 10, meaning very attractive). Also, each factor of competitive strength is evaluated on a 10-point scale. Each point is multiplied by a factor weight and added together to obtain an overall market attractiveness and competitive strength score for each product. Then, this can be plotted on the market attractiveness-competitive position matrix (Figure 5).

Figure 5

Zone 1: finance growth.

Zone 2: make a selection.

For the middle zone, additional analysis is required.

The McKinsey model is also important in that it perceives planning not only as a process of creating formal schemes and a set of quantitative indicators. The planning process is understood here as establishing communication and agreement between employees, linking their interests, taking into account all aspects of human activity at the enterprise. Planning here is primarily productive communication.

Business Analysis Model PIMS.

The PIMS approach is to look for guidelines developed from the generalized experience of successful and unsuccessful companies. Since 1972, a database of 450 corporations has been compiled containing analyzes of more than 2,800 business units. Statistical analysis and computer modeling of the database provide participating companies with the necessary information and strategic guidance based on a variety of strategic situations in different industries. Two concepts are fundamental to the database:

1. Business unit (business unit) - a division, product line or profit center.
2. The served market is the portion of the overall market in which the firm competes.

PIMS analysis evaluates: changes in the competitive position of the firm; strategies used to achieve it; ultimate profitability.

The analysis shows that three groups of factors constantly influence the profitability of an enterprise. The first group describes a firm's competitive position, including market share and relative product quality. The second reflects the structure of production, including the intensity of investment and labor productivity. The third group reflects the relative attractiveness of the market growth rate and consumer characteristics. Taken together, these variables account for 65 to 70 percent of the profitability options of the surveyed businesses. The purpose of a PIMS project is to apply this experience to specific strategic issues. These questions include:

* What level cash flows and profit is “normal” for this type of enterprise, given their market environment, competitive position and strategy used?
* If the business continues, what market share and profitability result should be expected in the future?
* How will changes in strategy affect this outcome?
* How did enterprises in the same or other industries, operating in similar conditions and with a similar competitive position, achieve results using different types of strategies?

Answering these questions will help you evaluate possible alternatives when developing a strategy.

The PIMS database is represented by a wide variety of industries, products, markets and geographic regions. Most of them are located in North America although 600 of the 2,800 businesses are located in the UK, Europe and other countries.

Results of the PIMS project. This analysis found links between strategy and company performance. These relationships will help managers understand and anticipate the impact of strategic decisions and market conditions on the company's performance. The following are the most common links between strategy and performance:

* In the long term the most important factor the quality of the company's goods and services in relation to its competitors will affect the efficiency of the company's divisions.
* Market share and profitability are closely related.
* High investment intensity actively affects profitability.
* Many businesses - the so-called "dogs" and "question marks" - are profitable, while many "cash cows" do not.
* Vertical integration is profitable only for some enterprises, for others it is not. For businesses with a small market share, the return on investment is higher when the degree vertical integration low. For enterprises with more than average market shares, the return on investment is the highest, either with low or, conversely, with a high level of vertical integration.
* Most of the strategic factors that increase the return on investment also have a positive impact on the long-term value of the enterprise in the future.

Limitations of the PIMS model. Some elements of the PIMS model have been criticized, from the definition of methods for collecting information and the accuracy of the data, to the unreasonable connections between them. This criticism is fair and warns of the need for careful use of the results obtained. PIMS analysis can give the user a false sense of precision and foresight. It should be seen as an additional source of ideas for strategic planning, along with your own experience, views and analysis.

Practical use. The argument that the structure of the industry, the competitive position of the enterprise, the structure of its costs / profits / investments and competitive strategies used by him have a significant impact on profitability, has a strong intuitive appeal.

Practitioners know that a position as a dominant market leader in a growing market with attractive income opportunities and a moderate need for investment will bring high profit... On the other hand, a company in third or fourth competitive position in a mature market with a low rate of return will experience low profit or loss. The PIMS shows that these structural indicators significantly affect the profitability of the enterprise, and that companies should look for competitive structures and positions that would provide them with a profit advantage.

SWOT analysis

SWOT is an analysis method in strategic planning, which consists in dividing factors and phenomena into four categories: Strengths, Weaknesses, Opportunities and Threats.

This analysis is a necessary element of research, a mandatory preliminary stage in the preparation of any level of strategic and marketing plans... The data obtained as a result of the situational analysis serves as the basic elements in the development of the strategic goals and objectives of the company.

1. List of strengths and weaknesses.
2. Enumeration of opportunities and threats.

1. Detailed description of strengths and weaknesses.
2. Detailed description of opportunities and threats.

At the next stage, the opportunities and threats identified during the analysis are divided into three groups according to priority, the need to concentrate efforts and funds, and the thoroughness of monitoring.

The final stage is the formulation of the main strategic directions, taking into account their importance.

The results obtained are formulated into the company's strategy, its goals and objectives. We will talk about this type of analysis later.

PEST analysis

(sometimes referred to as STEP) is a marketing tool designed to identify political (Political), economic (Economic), social (Social) and technological (Technological) aspects of the external environment that affect the company's business (Fig. 7)

Politics is studied because it regulates power, which in turn determines the environment of the company and the acquisition of key resources for its activities. The main reason for studying economics is to create a picture of the distribution of resources at the state level, which is the most important condition for the operation of an enterprise. No less important consumer preferences are determined using the social component of PEST analysis. The last factor is the technological component. The purpose of his research is considered to be the identification of trends in technological development, which are often the causes of changes and losses in the market, as well as the emergence of new products.

The analysis is carried out according to the "factor-enterprise" scheme. The results of the analysis are drawn up in the form of a matrix, the subject of which are the factors of the macroenvironment, the predicate is the power of their influence, assessed in points, ranks and other units of measurement. The results of the PEST analysis make it possible to assess the external economic situation in the field of production and commercial activity.

Table 1

POLITICAL FACTORS	INFLUENCE OF ECONOMY
Current legislation on the market · Future changes in legislation · European / international legislation Regulatory bodies and norms Government policy, change · Government regulation competition · Trade Policy Tightening of state control over the activities of business entities and penalties Elections at all levels of government Funding, grants and initiatives Lobbying / market pressure groups International pressure groups · Ecological problems Other government influence in the industry	Economic situation and trends Refinancing rate dynamics Inflation rate Investment climate in the industry Foreign economies and trends General problems of taxation Taxation specific to product / services Seasonality / weather influence Market and trading cycles Effective demand Production specifics Supply chains and distribution End user needs Currency exchange rates Major external costs o Energy carriers o Transport o Raw materials and components o Communication
SOCIOCULTURAL TRENDS	TECHNOLOGICAL INNOVATIONS
Demographics Changes in legislation affecting social factors · Structure of income and expenses Base values Lifestyle trends Brand, reputation of the company, image of the technology used Buying behavior models Fashion and Role Models Major events and influencing factors Consumer opinions and attitudes Consumer preferences Media representations Buyers Contact Points Ethnic / religious factors Advertising and public relations	Development of competitive technologies Research funding Substitution technologies / solutions Maturity of technology Change and adaptation of new technologies Production capacity, level Information and communication Consumers buying technology Technology Legislation Potential for innovation Access to technology, licensing, patents Intellectual property issues

Ansoff's matrix.

Ansoff's matrix was developed in the 50s of the XX century. American economist I. Ansoff. The matrix determines the growth strategies of the company, taking into account the novelty of the market and the novelty of the product. Depending on the combination of different product and market combinations, the following strategies are possible:

1) market penetration: old product in the existing market. This strategy can be assessed by the amount of sales and the likelihood of risk. These indicators are calculated taking into account the amount of possible costs for the implementation of the chosen strategy. Cumulative costs necessary in order to attract potential consumers; creation competitive advantages; stimulating sales and increasing service potential; 2) market development: the old product in the new market. This strategy involves marketing efforts to promote the existing product to new sales markets through brand promotion, the use of brand-name, and the creation of a new reliable system distribution;
3) product development: a new product in the old market. Promotion of a new product to an old existing market is associated with a high degree of risk and requires significant costs for penetrating the traditional market, organizing a presentation, demonstrating a new product, careful consultation and convincing advertising;
4) diversification: new product in a new market. This strategy initially involves the development of a planned management decisions in the field of innovations of goods, services, determining the degree of unmet demand for a novelty, possible market share and the level of risk of marketing efforts for advertising, stimulation, brand promotion and public opinion formation in target audiences buyers.

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Opportunity and threat analysis

In order to successfully survive in the long term, an enterprise must be able to foresee what difficulties may arise on its way in the future and what new opportunities may open up for it. That's why strategic management when studying the external environment, he focuses on finding out what threats and what opportunities the external environment conceals in itself. But in order to successfully cope with threats and effectively seize opportunities, knowledge about them is by no means enough. You can be aware of a threat, but not be able to resist it and thereby be defeated. It is also possible to be aware of new opportunities that open up, but do not have the potential to use them and, therefore, fail to get a return on them. The strengths and weaknesses of the internal environment of the enterprise, as well as the threats and opportunities, determine the conditions for successful existence. Therefore, strategic management in the analysis of the internal environment should show what strengths and what weaknesses the individual components of the enterprise and the enterprise as a whole have.

Thus, the analysis of the environment, as it is carried out in strategic management, is aimed at identifying the threats and opportunities that may arise in the external environment in relation to the enterprise, and the strengths and weaknesses that the enterprise possesses. It is to solve this problem that certain methods of environmental analysis have been developed, which are used in strategic management.

Analysis of the external environment is an assessment of the state and development prospects of the most important, from the point of view of the enterprise, subjects and environmental factors: industries, markets, suppliers and a set of global environmental factors that the enterprise cannot directly influence.

After analyzing the external environment and obtaining information about the factors that pose a threat or open up new opportunities, management should assess whether the enterprise has the internal strength to take advantage of the opportunities, and what internal weaknesses may complicate future problems associated with external hazards.

The method used to diagnose internal problems is called a management survey. Management survey is methodological assessment functional areas of the enterprise, designed to identify its strategic strengths and weaknesses. The management survey includes five functions - marketing, finance, manufacturing, human resources as well as the culture and image of the enterprise.

There are a large number of methods for analyzing the internal and external environment of an enterprise that allow you to identify opportunities and threats, we will consider some of them.

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

SWOT analysis - this is the definition of the strengths and weaknesses of the enterprise, as well as the opportunities and threats emanating from its immediate environment (external environment):

Strengths - the strengths of the enterprise;

Weaknesses - disadvantages of the enterprise;

Opportunities - environmental factors, the use of which will create an enterprise's advantages in the market;

Threats are factors that can potentially worsen the position of an enterprise in the market.

The widespread use and development of SWOT analysis is explained by the following reasons: strategic management is associated with large amounts of information that needs to be collected, processed, analyzed, used, and therefore, there is a need to search, develop and apply methods for organizing such work.

SWOT analysis is a peculiar form; it does not contain the final information for making management decisions, but makes it possible to streamline the process of thinking over all available information using your own opinions and assessments. For any manager or managerial worker focused on current job is a rewarding business that requires anyone who uses SWOT analysis to think ahead. SWOT analysis allows you to form a general list of enterprise strategies, taking into account their characteristics: according to the content of the adaptation strategy (formation of influence on) the environment (Fig. 4.2).

Rice. 4.2. v

SWOT analysis, as a tool for assessing the operating environment of an enterprise, consists of two parts. Its first part is aimed at studying external possibilities ( positive points) and threats (negative aspects) that may arise for the enterprise in the present and in the future. This is where strategic alternatives come to light. The second part deals with the study of the strengths and weaknesses of the enterprise. Here the potential of the enterprise is assessed. In other words, SWOT analysis allows for a comprehensive study of the external and internal state of an economic entity.

To conduct a SWOT analysis, you must:

1) determine the main direction of development of the enterprise (its mission);

2) weigh the forces and assess the market situation in order to understand whether it is possible to move in the indicated direction and how it is better to do it;

3) set goals for the enterprise, taking into account its real capabilities (defining the strategic goals of the enterprise).

Conducting a SWOT analysis is reduced to filling in the SWOT analysis matrix. In the appropriate field of the matrix, it is necessary to enter the strengths and weaknesses of the enterprise, as well as market opportunities and threats.

Strengths of the enterprise - what the company has succeeded in or some feature that provides additional opportunities. Strength can lie in the experience, access to unique resources, the availability of advanced technology and modern equipment, highly qualified personnel, high quality of products, brand awareness, etc.

Weaknesses of the enterprise - this is the absence of something important for the functioning of the enterprise or something that has not yet succeeded in comparison with other companies and puts the enterprise in a disadvantageous position. As an example of weaknesses, one can cite too narrow a range of products produced, a bad reputation of the company in the market, lack of funding, low level of service, etc.

Market opportunities are favorable circumstances that an enterprise can use to gain an advantage. As an example of market opportunities, we can cite the deterioration of competitors' positions, 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 opportunities from the point of view of SWOT analysis are not all opportunities that exist in the market , but only those that can be used.

Market threats - events, the occurrence of which may adversely affect the enterprise. Examples of market threats: new competitors entering the market, tax increases, changing consumer tastes, declining birth rates, etc.

The same factor can be both a threat and an opportunity for different businesses.

SWOT analysis is carried out by stages.

Stage 1. Determination of the strengths and weaknesses of the enterprise

In order to determine the strengths and weaknesses of the enterprise, it is necessary:

o draw up a list of parameters by which the company will be evaluated;

o for each parameter, determine what is strong point enterprises, and what is weak;

o select the most important strengths and weaknesses of the enterprise from the entire list and enter them into the SWOT-analysis matrix

To evaluate the enterprise, you can use the following parameters:

organization (the level of qualifications of employees, their interest in the development of the enterprise, the presence of interaction between departments of the enterprise, etc. can be assessed);

production (production capacity, quality and wear and tear of equipment, quality of manufactured goods, availability of patents and licenses (if necessary), cost of production, reliability of supply channels for raw materials, etc. are assessed;

finance (production costs, availability of capital, capital turnover rate, financial stability of an enterprise, business profitability, etc. can be assessed);

innovation (the frequency of the introduction of new products and services at the enterprise, the degree of their novelty (minor or radical changes), the payback period of funds invested in the development of new products, etc. can be assessed);

marketing (here you can evaluate the quality of goods / services (how consumers assess this quality), brand awareness, completeness of the range, price level, advertising efficiency, company reputation, efficiency of the used sales model, range of products offered additional services, qualification of service personnel). Completed table 4.1.

Table 4.1. EXAMPLE OF IDENTIFYING STRENGTHS AND WEAKNESSES OF AN ENTERPRISE

From the entire list of the strengths and weaknesses of the enterprise, it is necessary to select the most important (the strongest and weakest sides) and write them down in the corresponding cells of the SWOT analysis matrix.

Stage 2. Identification of market opportunities and threats.

The second step in a SWOT analysis is to assess the market. This stage allows you to assess the situation outside the enterprise - to see opportunities and threats. The methodology for determining market opportunities and threats is almost identical to the methodology for determining the strengths and weaknesses of an enterprise.

The following list of parameters can be taken as a basis:

- demand factors (here it is advisable to take into account the size of the market, the rate of its growth or decline, the structure of demand for the company's products, etc.);

- factors of competition (one should take into account the number of main competitors, the availability of substitute goods on the market, the height of the barriers to entry and exit from the market, the distribution of market shares among the main market participants, etc.);

- sales factors (it is necessary to pay attention to the number of intermediaries, the presence of distribution networks, the conditions for the supply of materials and components, etc.);

- economic factors (the exchange rate of the hryvnia (dollar, euro), inflation rate, change in the level of income of the population, tax policy of the state, etc. are taken into account);

- political and legal factors (the level of political stability in the country, the level of legal literacy of the population, the level of law-abidingness, the level of government corruption, etc.);

- scientific and technical factors (usually the level of development of science, the degree of implementation of innovations (new goods, technologies) in industrial production, level state support development of science, etc.);

- socio-demographic factors (it is necessary to take into account the size and sex and age structure of the population of the region in which the enterprise operates, the birth and death rate, the level of employment, etc.);

- socio-cultural factors (usually the traditions and system of values of society, the existing culture of consumption of goods and services, existing stereotypes of people's behavior, etc. are taken into account);

- natural and environmental factors (takes into account the climatic zone in which the enterprise operates, the state of the environment, public attitude to environmental protection, etc.);

- international factors (among them the level of stability in the world, the presence of local conflicts, etc.) are taken into account.

Table 4.2. EXAMPLE OF IDENTIFYING MARKET OPPORTUNITIES AND THREATS

It is necessary to select the most important from the entire list of opportunities and threats, and enter them into the appropriate cells of the SWOT analysis matrix

The completed SWOT analysis matrix shows a complete list of the main strengths and weaknesses of the enterprise, as well as those that open up the prospects for the enterprise and the dangers that threaten it.

Stage 3. Comparison of the strengths and weaknesses of the enterprise with the opportunities and threats of the market.

It is possible to trace the ratio of factors of the external and internal environment, which is interpreted in the categories of SWOT - analysis, using a certain matrix (Fig. 4.3).

Rice. 4.3. v

At the intersections of individual constituent groups of factors, fields are formed, for which certain combinations are characteristic, they must be taken into account later in the development of strategies of a certain type:

Field Seven - requires strategies to support and develop the strengths of the enterprise in the direction of realizing the chances of the external environment;

Sioux Field - Predicting strategies to use the strengths of the enterprise in order to mitigate (eliminate) the threat;

Field SCM - the development of strategies to overcome the weaknesses of the enterprise at the expense of the opportunities that the external environment provides;

The field of SL is sometimes called the "crisis field", because it combines environmental threats with the weakness of the enterprise.

Comparison of strengths and weaknesses with market opportunities and threats allows us to answer the following questions regarding the further development of the business (Table 4.3):

o How to take advantage of emerging opportunities using the strengths of the enterprise?

o What are the weaknesses of the enterprise that might hinder?

o What strengths can be used to neutralize existing threats?

o What threats, exacerbated by the weaknesses of the enterprise, should be most feared?

Table 4.3. SWOT ANALYSIS MATRIX

	POSSIBILITIES	THREATS
	1. The emergence of a new retail network	1. The emergence of a major competitor
STRENGTHS 1. High quality products 2.	1. How to take advantage of opportunities Try to become one of the suppliers of the new network, focusing on the quality of our products	2. How you can reduce threats To keep our customers from moving to a competitor by informing them about the high quality of our products
WEAKNESSES 1. High production cost 2.	3. What can prevent you from taking advantage of the opportunities The new network may refuse to purchase our products, since our wholesale prices are higher than those of competitors	4. The biggest hazards for the enterprise A competitor has appeared, can offer the market products similar to ours at lower prices

By filling in such a matrix, you can see the result:

■ the main directions of the enterprise development were determined;

■ the main problems of the enterprise are formulated, which should be solved as soon as possible for the successful development of the business.

The final indicators of the SWOT analysis are used in the strategic and tactical planning of the enterprise.

SNW - analysis. SNW analysis is an advanced SWOT analysis:

Strength;

Neutral (neutral side);

Weakness (weak side).

In contrast to the analysis of weaknesses and strengths using the SWOT analysis matrix, SNW analysis also suggests taking into account the average market state ((V). The main reason for adding a neutral side is that "often to win the competition, it may be sufficient to this particular enterprise relative to all of its competitors in all but one key positions is in the V state, and only one at a time in the 5 "state.

For assembly - analysis, a tabular form is also filled out, which is preceded by all the stages of preparation listed above in the SWOT analysis methodology. Below is an example of an analysis form in Table 4.4.

Table 4.4. SNW ANALYSIS MATRIX

Name of the strategic position	Qualitative assessment of the position
Name of the strategic position	Strong (S)	Neutral (N)	Weak (W)
Organization strategy
Business strategies
Organizational structure

Product as competitiveness
Cost structure
Distribution as a system of product sales
Information technology
Innovation as a way to market products
Additional strategic positions (taking into account the specifics of the organization)

The STEP analysis technique is often used to analyze the macroenvironment. Term "STEP" means the analysis of the macroenvironment, based on the study of social, technological, economic and political factors.

There are two main options: STEP - and PEST - analysis. The STEP analysis option is used for countries with a developed economy and a stable political system, the priorities are taking into account social and technological factors. To analyze the macroenvironment in those countries where the economy is underdeveloped and is in a transitional period, the form of PEST analysis is used, where the factors of politics and economics are in the first place. When choosing the first or second option, the criterion is the priority of taking into account certain groups of macroenvironmental factors from the point of view of the strength of the possible impact and the stability of the factors for monitoring.

Thus, PEST analysis is a tool designed to identify the following aspects of the external environment that may affect the strategy of the enterprise:

o political (Policy);

o economic (Economy);

o social (Society);

o technological (Technology).

Politics is studied because it regulates power, which in turn determines the environment of the enterprise and the acquisition of key resources for its activities. The main reason for studying economics is to create a picture of the distribution of resources at the state level, which is the most important condition for the operation of an enterprise. No less important consumer preferences are determined using the social component of PEST analysis. The last factor is the technological component. The purpose of her research is considered to be the identification of trends in technological development, which are often the reasons for changes and losses in the market, as well as the emergence of new products.

When conducting a PEST analysis, it is important to require a systematic strategic analysis of each of the four indicated components, since all these components are closely and complexly interconnected.

This type of analysis can be performed using various formats, often two options: a simple chotiripol matrix, appearance which is given below in Table 4.5 and the tabular form of STEP analysis (Table 4.6).

Table 4.5.

Each of these options has advantages and disadvantages. The choice of the method for conducting the analysis depends on the objectives of the analysis, the degree of readiness of the experts, and a number of other factors.

Table 4.6. STEP ANALYSIS TABLE FORM

PEST analysis is based on the following dominant positions:

1. Strategic analysis of each of these components must comply with the principles of consistency, because in real life all these components are closely and complexly interconnected. Therefore, a change in one of the components, as a rule, causes a change in others, and such changes can become both threats and opportunities for the enterprise.

2. PEST analysis is a tool for the strategic analysis of the macroenvironment, and real life- wider, more multifaceted, and for each enterprise in its external environment there is a set of factors that most significantly affect its specific business.

To conduct a PEST analysis, an enterprise must have a complete list of influencing factors:

Factors and tendencies of the macroenvironment, as well as significantly affect the activities of the enterprise;

Factors constituting potential threats to the activities of the enterprise;

Factors, the development of which contains new opportunities for the activities of the enterprise.

After compiling the PEST analysis table, each factor is analyzed, its impact on the financial condition and production activities of the enterprise, and possible response measures of the enterprise are developed to prevent the impact negative factors, and on using the opportunities of positive factors.

Such measures can be:

Carrying out financial transactions that contribute to the preservation of the purchasing power of money;

Reduction of capital construction, curtailment of R&D with long-term results;

Stimulation, provision of cooperation and supply services through loans to suppliers, barter transactions;

Formation of a rational staffing structure;

Search for new directions of activity, insurance of supplies, incentives for partners;

Receiving international certificates for products;

Taking advantage of cost advantages, reducing costs;

Development of several alternative strategies of activity;

sale finished product component parts, export reduction.

The STEP analysis methodology, like all the other macroenvironment analysis methods listed here, gives the greatest result if the analysis is carried out regularly using the same format. In this case, the indicators of the dynamics of factors and their influence on the enterprise are recorded. As a result, it is possible to obtain a so-called model of the reaction of a particular enterprise to a set of factors in the macroenvironment.

Environment profile.

To analyze the environment, the method of compiling its profile can be applied. This method it is convenient to use for compiling a separate profile of the macroenvironment, the immediate environment and the internal environment. Using the method of compiling an environmental profile, it is possible to assess the relative importance of individual environmental factors for an enterprise. The method for compiling an environment profile is as follows:

1) individual environmental factors are written out in the table of the profile of the environment (Table 4.7).

Table 4.7.

2) each of the factors is assigned its own significance / assessment by the method of expert assessments or the Delphi method: (important for the industry on a scale: 3 - large, 2 - moderate, 1 - weak; impact on the organization on a scale: 3 - strong, 2 - moderate , 1 - weak, 0 - no influence; direction of influence on the scale: +1 - positive, -1 - negative).

3) further, all three expert assessments are multiplied and an integral assessment is obtained, showing the degree of importance of the factor for the enterprise. From this assessment, management can conclude which of the environmental factors are relatively more important to their enterprise and, therefore, deserve the most serious attention in developing strategy, and which factors deserve less attention.

Methods for analyzing threats and capabilities of the ETOM macroenvironment.

Another option for analyzing the external environment through compiling a list external hazards and Enterprise Capability is a method of weighing each factor (to measure the significance of each factor for a particular organization) ETOM. The abbreviation "ETOM Environmental Threats and Opportunities Matrix" is a matrix of threats and opportunities of the external environment. The advantage of this analysis is the use of a limited number of factors and events identified by experts (usually 15). An example of an ETOM matrix is presented in table 4.8.

Table 4.8.

The factor is weighted from +5 (very positive) through 0 (neutral) to -5 (very negative). The effect of the factor is from +15 (strong impact, possibility) through 0 (no impact, neutral) to -15 (strong impact, serious danger). The influence on the strategy of the enterprise is obtained by multiplying the value of the factor weight by the importance. The sign of the result obtained depends on the mark of threats or opportunities.

Favorable opportunities are provided by the technological capacity of the enterprise, the greatest danger lies in competition from foreign enterprises.

After reviewing the list, management should assess the strengths and weaknesses of the enterprise. At the same time, it must have a complete understanding of the internal potential and shortcomings of the enterprise, as well as external problems.

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