Presentation on the topic "swot-analysis". SWOT-analysis of the activities of the enterprise Coca-Cola LLC: identification of Swot analysis presentation templates

The main directions of development of SWOT-analysis display in the model of dynamic changes of the company and its competitive environment taking into account the results of the analysis of the company and its competitive environment using classical models strategic planning development of SWOT-models taking into account various scenarios for the development of situations in the market

SWOT Analysis Rules 1. Carefully define the scope of each SWOT analysis 2. Understand the differences between SWOT elements: Strengths, Weaknesses, Opportunities and Threats 3. Strengths and weaknesses can only be considered as such if buyers perceive them as such 4. Be be objective and use versatile input 5. Avoid lengthy and ambiguous wording

Stages of a SWOT analysis 1. Defining the purpose of the SWOT analysis 2. Identifying strengths and weaknesses 3. Identifying market opportunities and threats 4. Ranking and refining the wording of strengths and weaknesses 5. Ranking and refining the wording of market opportunities and threats 6. Forming a SWOT matrix 7. Formulation of criteria for choosing a strategy 8. Analysis of "rejected" strategies 9. Rough estimate of the cost of the chosen strategy 10. Approval of the strategy

Stage 2 Strengths may look like this: Good reputation of the firm with regular customers High qualification of employees Reputation in the market Competence of management Availability financial resources Protected from strong competitive pressures Technological superiority Cost advantages…

Stage 2 Example of weaknesses Presence of obsolete equipment in some areas Low profitability of the main products Poor tracking of the implementation of the strategy In-house problems Backlog in research and development Insufficient knowledge of the market and market novelties…

Stage 3 Example of opportunities Entering new markets in two neighboring regions Expanding the product range by purchasing a number of products from partners Launching related products Deeper market segmentation and flexible pricing Using credit resources to promote a new project Connecting to a new state program at an early stage Use of friendly media to "promote" new series goods Opening a service center for repairing and updating old models, etc.

Stage 3 Example of Threats A real possibility of new competitors from other industries Increasing sales of a replacement product Slowing market growth Unfavorable government policy for business Increasing role of suppliers due to their consolidation Changing customer needs and tastes Unfavorable demographic changes, difficulty in recruiting new employees, etc.

Stage Compensating measures for the main threats Threats Compensating measures Increasing role of suppliers due to their enlargement Active monitoring of foreign suppliers, search for similar raw materials Growth in sales of replacement products and their aggressive advertising Special training program for merchants and dealers, publications in friendly media about the dangers of replacing products Departure of strong specialists to other industries, the difficulty of finding new ones Development of a contract system to retain strong specialists and attract new people from the market … …

Stage SWOT matrix format OpportunitiesThreats Access to regions Service center Offer for VIP Supplier pressure Substitute products Departure of specialists StrengthsStrategic actions 1 Strategic actions 2 Reputation Cost management Financial cushion WeaknessesStrategic actions 3 Strategic actions 4 Pricing policy Aging assortment Lack of feedback

Stage Main questions for the formation of frontier strategies OpportunitiesThreats Access to regions Service center Proposal for VIP Supplier pressure Substitute products Specialist exit StrengthsStrategic actions 1 Strategic actions 2 Reputation Cost management Financial cushion How to use strengths and opportunities? How to repel threats at the expense of strengths? WeaknessesStrategic Actions 3 Strategic Actions 4 Pricing Aging assortment Lack of feedback How to use market opportunities to neutralize weaknesses? What to do if weaknesses and threats coincide. Maybe a radical change in business?

Stage 6 An example of the formation of a field of boundary strategies OpportunitiesThreats Entering the regions Service center Offer for VIP Supplier pressure Substitute products Departure of specialists StrengthsStrategic actions 1Strategic actions 2 Reputation Cost management Financial pillow Search for partners in the regions Conducting an interregional seminar... Development of special prices for new regions Creation of a service -centers and groups for collecting information from customers ... WeaknessesStrategic actions 3Strategic actions 4 Pricing policy Aging assortment Lack of feedback Organization of a large warehouse, purchases of raw materials "for future use" contract system with leading specialists … Search for alternative suppliers A sharp reduction in the range, concentration on one market segment …

Stage 10 SWOT analysis allows you to test the strategy with the goals of the owner, budget, estimate (it is necessary to evaluate the feasibility at the expense of your own and borrowed money) the availability of material and human resources(own and newly attracted)

SWOT analysis (strengths, weaknesses, opportunities, threats)

SWOT analysis

in a long-term development program
enterprises SWOT analysis is
an intermediate link between
formulating a vision, mission and
long-term course of your company and
definition of its goals and objectives

SWOT analysis

SWOT analysis can be carried out:
for the company as a whole
in individual business areas,
for individual markets in which the firm
functioning,

SWOT analysis

SWOT is an abbreviation of the words:
Strengths - (strengths),
Weaknesses - (weaknesses),
Opportunities - (opportunities),
Threats - (dangers).

SWOT analysis

before conducting a SWOT analysis, it is necessary
determine the study period within which
will study the interaction of the firm and external environment.
It could be:
current period - existing forces are explored and
weaknesses of the company and the current market situation,
short-term perspective (traditionally, within 1-2
years, is generally determined by the degree of turbulence
environment),
medium-term perspective (traditionally, within 3-5
years),
long-term perspective (forecast for more than 5 years).

The main stages of SWOT analysis

“Scanning” the context” of the environment (search and establishment
major problematic trends that may affect
subject development).
Preparation and inventory of possible actions
External analysis opportunities and threats (identification of
"environments" of the company that are not available for its control,
but can significantly affect its performance)
Internal analysis strengths and weaknesses (identifying and
analysis of controllable factors that can accelerate or
slow down the development of the company in the area of interest)
Planning possible actions (highlighting actions,
that will maximize the use of strengths
companies and level the weak ones)
Evaluation and choice of strategy

SWOT Analysis Matrix

Opportunities and Threats

Market opportunities are favorable
changes in the external environment that put the company in
better market position than today (deterioration
positions of competitors, a sharp increase in demand, the emergence
new technologies for the production of your products, growth
income level of the population, etc.) Opportunities
are not all the possibilities that exist
on the market, but only those that can be used
enterprise to gain an advantage.
Market threats are events, the occurrence of which
may adversely affect your
enterprise (entering the market of new competitors, growth
taxes, changing consumer tastes, reducing
fertility, etc.)

Opportunities and Threats

Competition factors (the number of your main competitors, the presence of substitute products on the market, the height of barriers to entry and exit from the market, the distribution of market
shares between the main market participants, etc.)
Demand factors (market capacity, rates of its growth or contraction, demand structure
for your company's products, etc.)
Sales factors (it is necessary to pay attention to the number of intermediaries, the presence of networks
distribution, terms of supply of materials and components, etc.)
Economic factors (ruble (dollar, euro) exchange rate, inflation rate, change in the level
income of the population, tax policy of the state, etc.)
Political and legal factors (the level of political stability in the country, the level
legal literacy of the population, the level of law-abidingness, the level
corruption of power, etc.)
Scientific and technical factors (the level of development of science, the degree of introduction of innovations (new
goods, technologies) in industrial production, the level of government support
development of science, etc.)
Socio-demographic factors (number and sex and age structure of the population
the region in which your company operates, the birth and death rates,
employment rate, etc.)
Socio-cultural factors (traditions and system of values of society, existing
culture of consumption of goods and services, existing stereotypes of people's behavior, etc.)
Natural and environmental factors (the climate zone in which your
business, state environment, public attitude to protection
environment, etc.)
International factors (the level of stability in the world, the presence of local conflicts, etc.)

Opportunity Matrix

Threat Matrix

Advantages and disadvantages

The strengths of an enterprise are those in which it excels or
some feature that gives you additional
opportunities. Strength may lie in experience, access
to unique resources, availability of advanced technology
and modern equipment, highly qualified personnel,
the high quality of your products, your fame
brand, etc.
Weaknesses are the absence of something important for
functioning of the enterprise or what is not yet possible
compared to other companies and puts at a disadvantage
position (too narrow assortment of manufactured goods,
bad reputation of the company in the market, lack of financing,
low level of service, etc.)
Strengths and weaknesses should be considered in relation to
competitors.

Advantages and disadvantages

Company reputation
Product quality
Quality of service
Geographic coverage, market share
Price
Logistics
Promotion efficiency
The quality of sales agents
Implementation of innovations
Costs
Financial stability
Employees
Technical equipment
Ability to meet deadlines
Flexibility, quick response to events
Range
Resources
Buyer Knowledge

Extended Matrix

OPPORTUNITIES1.
The emergence of a new
retail network
2. etc.
THREATS1. Appearance
major competitor
2. etc.
STRENGTHS1.
High quality
products
2.
3. etc.
1. How to use
opportunities
Try to get in
new network providers,
focusing on quality
our products
2. How can you reduce
threats
Hold on to our
buyers from the transition
to a competitor
informing
them about high quality
our products
WEAK
SIDES1.High
production cost
2.
3. etc.
3. How to overcome weaknesses for
opportunity score
Find in the new network
ready-made buyer
buy at the offered
price
4. The biggest dangers
for a company
Appeared competitor
can offer the market
products similar to
ours, on the lower
prices

The purpose of the analysis.

What to do
Directions in which
combined benefits and
opportunities
What to fight
Directions in which
companies have advantages, but
there are threats
What to exclude
Directions in which
the company has weaknesses and
there are serious threats
What to develop
Directions in which
use of opportunities
limited by weaknesses
companies

Advantages and disadvantages of the method

Advantages
disadvantages
Simplicity
Insufficient instrumentality: not
very clear what to do with
lists received
Gives a lot of options
developments
There are no selection criteria from
list of options

Step 1. Compiling a list of factors for the success of the clinic in the market Write down all the factors that, in your opinion, affect the success of the clinic in the market.
Next, prioritize the factors:
Red - have a strong impact on profits.
Blue - the average strength of influence.
Green - weak power of influence.
Example:
1. Qualification of medical personnel
2. Qualification of the administrative apparatus (managers, managers, administrators, etc.)
3. Technological equipment
4. Pricing policy
5. Location
6. Level of service
7. Clinic brand awareness
8. Level of loyalty
9. Staff doctors
10. Availability of unique services
11. Comprehensiveness of services
12. Range of services
13. Level of spending
14. Marketing budget
15. Marketing activity and promotion methods
16. High level of free working capital
17. Value for money

Step 2. Determine the strengths and weaknesses of the clinic

1.
Create a table like this:
2. In the "Success Factors" column, enter the factors highlighted in red. In the columns "Your clinic" and competitors
describe briefly the status of these factors. Evaluate the advantages of your clinic and competitors by placing from one to three
"+". Similarly with the disadvantages, only you need to put "-". Example:

Step 3. Identify Threats and Opportunities for the Clinic

To quickly find opportunities and threats for SWOT analysis, answer the following questions:
1. What factors can increase sales medical services and profit?
2. What are the trends and changes in the market, needs target audience, state and legal
market regulation, the country's economic situation can reduce sales and profits?
Let's look at an example of threats and opportunities for a pediatric multidisciplinary clinic.

Step 4. Compiling a SWOT ANALYSIS table

At this stage, we need to structure all the collected information. To do this, we will enter all the found
factors in the table in descending order of importance. In the "Strengths" sector, we transfer the factors with the "+" sign. IN
sector "Weaknesses" with the sign "-" Also in descending order of importance. That is, you must determine that
affects the profit of the clinic to a greater extent, and which to a lesser extent.

Step 5. Preparing the conclusions of the SWOT ANALYSIS

At this stage, answer the questions below. The answers will guide you on the next steps.
Questions:
1. Take another look at your strengths and decide which advantage can become the main one?
Answer: medical staff without reference to specific individuals. This choice was made for several reasons: 1.
The quality of medical services depends primarily on the doctor. The patient will be able to feel confidence in the clinic if he is sure that there
top notch doctors. The patient first thinks about the specialist and only then about the technological equipment. 2. Precisely
the medical staff has become one of the clinic’s strongest points 3. There are no part-time workers in the clinic 4. There are rare doctors on staff
specialties (unique for the market where the clinic operates) 5. Referral for consolidation in the clinic the best specialists 6. Heading for
close interaction of doctors of different specialties in providing care to the patient.
2. Describe how the company's capabilities can be built on the strengths of the product.
Answer: Medical staff, solid technological equipment, a good level of service and a steady increase in patient loyalty indicate
to the great potential of the clinic. Setting up all business processes, incl. Their automation, together with the advantages, will allow the clinic to
enter new markets. The high level of qualification of administrative staff will allow you to quickly introduce integrated systems
clinic management and patient relations
3. Describe how weaknesses can be converted into strengths?
Answer: 1. Pricing policy. The prices in the clinic are the highest on the market, but in the field of medical services, price competition does not work.
The patient does not attach importance to the price when he sees the significant value of the service. Therefore, this weakness can become a strength if you invest
resources in marketing promotion and sales training for administrators and physicians. 2. Marketing activity. Constant turnover
among promotional professionals. There is no promotion strategy and tactics, events are held spontaneously. This part can become
strength, if marketing activities start planning and building a promotion program based on the analysis.
3.Professional development of personnel. Create in training centers for administrators and doctors.
To oblige to visit the necessary events, to think over a system for compensating expenses.
4. Describe how you can turn threats into opportunities for growth?
Answer: 1. The appearance of a large clinic on the market. The scale of the new competitor means there is already a lot of negative online
clinic information. So we can bet on strengthening the service and positive reputation in the online and offline environment. 2.
Fertility decline. This threat cannot be offset. 3. Decrease in purchasing power. This means that people are not
ready to spend money on things and services not essential. And health prevention in our country is not yet the first
necessity, therefore, various stimulating measures are inevitable. During this period, the profit of the clinic may fall, but
but recognition, fame and loyalty to the brand will grow, which will have a positive effect
profit in the long run.
5. How in short term realize opportunities and neutralize threats? Develop a regular
improvement of service and professional development of employees. Standardize and automate business processes. Develop
implementation program indicating the timing of implementation and the necessary resources. Allocate time for the “running in” of innovations, in parallel
start collecting information about the new market, conduct an analysis and make a forecast of the prospects for the new clinic.

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

Brief historical background 1239 - founded by the knights of the Teutonic Order; 1255 - the foundation of the capital city of Königsberg; 1535 - transformation into the Duchy of Prussia; 1701 - transformation into the Prussian kingdom; 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 the capital city of Koenigsberg becomes part of the USSR, the Koenigsberg region is formed; 1946 - renaming of the Kaliningrad region.

General position of the Kaliningrad region in Russia 1 – One of the top three commercial ports of the Russian Federation; 2 - Takes 1st place in the world for the extraction of amber; 3 - One of the best reactionary and tourist areas of the Russian Federation; 4 - The best investment platform in the Russian Federation (according to foreign experts); 5 - Strategic military purpose; headquarters of the Baltic Fleet of the Russian Federation (Kaliningrad, Baltiysk).

Social and economic characteristics of the Kaliningrad region Name 2011 2012 2013 2014 Population, thousand people 944, 3,950, 6,956, 2,964, 1 Number of able-bodied population, thousand people 546, 8522, 6501, 8524, 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 Unemployment rate in the region, % 6, 7 6, 9 7, 2 6,

Social and infrastructural development in the Kaliningrad region Programs operating in the Kaliningrad region on the basis of their funding from the budget 1 - Housing programs for the population; 2 - Housing programs for military personnel; 3 - Development programs social support and infrastructure for young families; 4 - Program for the development of education in the districts of the region; 5 - Programs of cooperation in the field 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, bln. 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 profitability of SMEs, % 12.4 10.1 10.5 10.3 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% Healthcare 13.50% Housing and communal services 16.50% Investment targets 12.30% Economic development region 5, 90%

SWOT - analysis of the Kaliningrad region Strengths Weaknesses 1. Favorable geographical location 1. Remoteness from other regions 2. Successfully developed trade direction 2. Decline of industrial sectors 3. Landmark social policy on youth 3. Brain drain to foreign countries 4. Development of rare crafts in the country 4. It is more profitable to sell products 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 monopoly in the industry 4. It is very difficult for the foreign market, in the Russian Federation it is unprofitable

Recommendations developed In the course of the study, the following recommendations were developed: 1 - Search for investments in the Russian Federation for rare fisheries and amber fishing; 2 - Establishing links for the sale of goods of rare crafts to foreign trade unions and organizations; 3 - Transition from a special economic zone in terms of customs privileges for exports to customs privileges 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 the transportation of goods with preferential treatment.

The completion of the SWOT analysis is correct presentation its results, the formation of conclusions and the vector of development of the analyzed product, service or company. SWOT presentation analysis should contain a detailed report to avoid errors in the interpretation of the prepared information.

Presentation plan

The presentation of the results and conclusions on the SWOT analysis has clear semantic blocks, described below.

Summary

The first section is Summary. It is a summary of all the key proposals and conclusions that were born as a result of the SWOT analysis. This format of data provision is the most efficient and generally accepted in the world practice. It allows you to understand the vector of your presentation.

Introduction

The second section is an introductory section. In this paragraph of the presentation, tell us about the main goals of the SWOT analysis and what were the factors of external and internal environment analyzed and reviewed.

Basic SWOT Form

In the third section, show the basic form of SWOT as a simple matrix of four quadrants: Strengths, Weaknesses, Opportunities, and Threats. This form has historically been a convenient format for providing all the results on 1 page. It is advisable to immediately arrange the factors in the SWOT form in order of importance and priority (from the most important to the least important). Importance and high priority are easy to define: the higher the impact on sales and profits, the higher the priority.

You don't need to include many factors. It is enough to focus on 6-8 key factors for each category (maximum). Too many confuses the audience and also prevents them from properly prioritizing and focusing on important elements. Factors that have now receded into the background due to their insignificance can be used in the next wave of analysis.

Data

Data speaks first is the key slogan of all presentations. Prepare an illustration of the evidence for each factor in the SWOT analysis. This will help with the justification of the selected factors and their priority.

conclusions

The fifth section is the key findings of the SWOT analysis. One convenient presentation format is the .

Tactical action plan

The final section of the presentation should always go - an action plan with estimated deadlines and required resources. Without such a plan, all of the above were just words. In a SWOT analysis, you are expected to provide specific guidance for action.

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