Great strategies begin with analysis and knowledge of simple truths

Lesson plan.

Essence, goals and stages of strategic analysis

External environment, its components. Methods of responding to changes in the external environment

Analysis Methods external environment.

Essence, goals and stages of strategic analysis

Strategic analysis occupies a key place in the process of company development. A well-conducted strategic analysis becomes a significant competitive advantage for a company, as it provides it with highly relevant and useful information, for example, regarding the state of the situation in the industry. essential quality strategic analysis is its long-term perspective. Strategic analysis allows us to look into the future of the company through its present and past. Thus, it reveals to our eyes the underlying causes that give rise to the failures of the company, or points to promising directions for its growth. Simply put, it is on the basis of information obtained through strategic analysis that a rational choice of strategy from a possible set of alternatives should take place. So, strategic analysis will answer the following questions:

What is the level of the company's competitiveness today? What are the company's most important problems? What are the macroeconomic trends and their impact on the future of the company? What are the development trends of the market in which the company operates and their impact on the future of the company? What are the opportunities for the growth of the company, taking into account the trends in the development of the external environment? What restrictions and risks are an obstacle to the development of the company, and what is the probability of its successful development, taking into account the existing prerequisites and trends in the field? What strategic goals of the company can be formed taking into account various development scenarios? What strategic goals and ways to achieve them are possible? What should be the structure of the company?

Goals and objectives of strategic analysis

There are different points of view on the main goal pursued by strategic analysis. But, of course, that all these views are related in nature, and they differ from each other only in a certain emphasis on certain areas. Most generally, it can be stated that the main goal of strategic analysis is to form an understanding of the key factors affecting the present and future well-being of the business and ultimately determining the choice of strategy. Simply put, the search for the factors of the company's strategic success. This setting is the essence of strategic analysis, it, in fact, acts as a fundamental methodological setting of strategic analysis. In the course of the study, strategic analysis faces several tasks that are already of a more applied nature. The analysis touches upon the most revealing aspects of the company's life. Thus, the tasks of strategic analysis can be divided into groups that are concentrated around key issues.

The main tasks of strategic analysis

Of course, one of the main tasks of strategic analysis is to determine the level of competitiveness of the company. In carrying out this task, it is very important to form a comprehensive understanding of the competitive advantages of the company that it has today. Also, strategic analysis should identify the problems faced by the company, establish the causes of their occurrence. In addition, it is necessary to create a hierarchy of problems, that is, to identify the most urgent ones. Thus predetermine the algorithm for their resolution. The task of strategic analysis is to conduct a comprehensive audit of the company's internal resources, form a clear idea of ​​the company's human resources potential, describe the company's structure and ways to transform it. Equally important is the block of tasks related to the analysis of the external environment. Among them, as the most important, tasks such as determining macroeconomic trends and their likely impact on the future of the company should be highlighted. It is necessary to establish the development trends of the industry in which the company operates. Taking into account the above trends, calculate the conditions and prerequisites necessary for the growth of the company. A specific task of strategic analysis is forecasting. In fact, this is a modeling of the future of the company, using the current trends and conditions of the environment in which the company is located. Completing this task helps in part to form an understanding of the company's current strategic platform.

When conducting a strategic analysis, a study of the internal and external environment of the company is carried out. The company, which the researcher “subjects” to strategic analysis, is considered by him as a phenomenon of a dual nature. Firstly, the company is conceived as a kind of closed system with individual, distinctive features: it has its own structure, its own potential, a certain limited number of specific resources, some financial indicators. In this case, strategic analysis operates with the sphere "internal environment" companies. With this approach, the main result should be an understanding of the organization of management and planning processes within the company, the general mechanisms of its (company) existence. Secondly, in strategic analysis, a company is understood as an integral element of a macrosystem (cluster, regional, national or global market) - here the nature of its industry relations, macroeconomic indicators of the location where the company is located, the structure and state of markets, the business environment, etc. n. That is, we touch upon the sphere "outside environment" the life of the company. It is important for us to understand the conditions in which the company has to work, and how its relationship with this environment, partners, suppliers and competitors is established. At the same time, strategic analysis should be aimed primarily at highlighting aspects of the macrosystem that are significant for a particular business. Yes, for the manufacturer women's clothing it is unlikely that there will be interest in material on trends in the ratios in the state's defense order. Priority areas of research should be implied a priori, i.e., they should be identified even before the strategic analysis begins - on the basis of sound entrepreneurial sense and elementary economic literacy and understanding of business.

There are 4 stages of strategic analysis.

The first two stages of strategic analysis are the identification of the mission and goals, the next three are the study of the firm's environment. Here practitioners expect difficulties of a methodological nature. A number of books that have the character of textbooks on strategic management propose to analyze the external environment first, then the internal one in two stages.

Tools. Each stage of strategic analysis requires appropriate methodological support.

Conventions: ZhTsizd, ZhTsTov, ZhTsTeh, ZhTsOrg, ZhTsOtr - schemes of life cycles of products, goods, technologies, organizations, industries. BFR - Business processes of products - Functions by life cycle stages - Resources for the execution of functions. SHZ - allocation of strategic business centers (Business Units, Strategic Production Units). Porter's "Profitability vs. Firm's Relative Market Share" chart. Analysis of the "field of forces" according to Ansoff. STEP-analysis (STEP) - analysis of the spheres of the macro environment: Social, Technical, Economic, Political. Ansoff's strategic zones: structuring the microenvironment of the company, its industry, and its immediate environment into strategic business zones (SZH), resources (SZR), capital investments (SZK), technologies (NWT), strategic influence groups (SGV). BCG - Boston Consulting Group. Matrix DEMK - matrix "General Electric - McKinsey" ("the competitive status of the company - the attractiveness of the market." KP - competitive advantages.

Technology of strategic analysis on first stage includes the development of a mission and goals, an assessment of the potential, climate (conditions), position and competitive advantage of the company.

Second stage consists in the preparation of alternative and catalog of basic (reference) strategies, as well as the selection and adoption of the preferred goal (as a rule, which is a combination of different types and levels of tasks).

Third stage provides for organizational measures for the implementation of the chosen strategy: development of a project and plan, restructuring, control (monitoring) of the analytical process, implementation of decisions.

External environment, its components, types. Methods of response to changes in the external environment.

When choosing a company strategy, the most significant characteristics of the company, external and internal conditions for its development are analyzed. Much attention in a market economy should be given to the assessment of the external environment. Environment - a set of all objects whose properties change affects the system.

The external environment is divided into business (operational) And background (general).

Business represents the direct contacts of the firm (for example, supplier A, seller B, etc.). The business environment can be directly affected.

On background environment the company cannot have a direct impact, but must be ready for its influence.

The external environment (business environment) consists of two parts:

macro environment (or remote environment);

microenvironment (industry or near environment). More recently, in the industry environment, suppliers of raw materials, buyers of the enterprise's products, competitors and resellers were usually considered. However, with the development of strategic marketing, which is focused not only on the study of consumers and competitors, but on everything interest groups (stakeholders), the composition of the industry environment has expanded. It is believed that microenvironment includes all interest groups that directly influence or are directly influenced by the main activities of the enterprise. These are shareholders, suppliers, local organizations, competitors, buyers, creditors, trade unions, trade and other organizations.

The macro environment includes general factors that are not directly related to the short-term activities of the enterprise, but may influence its long-term decisions. The strategic factors of the macro environment are those directions of its development, which, firstly, have a high probability of implementation and, secondly, a high probability of influencing the functioning of the enterprise.

Rice. Business environment

Changes in the macro environment affect the strategic position of the enterprise in the market, affecting the elements of the micro environment. Therefore, the purpose of macro-environment analysis is to track (monitor) and analyze trends/events beyond the control of the enterprise that may affect the potential effectiveness of its strategy. A variety of methods are used to analyze and forecast the development of the macro environment: forecasting individual trends and events, scenario analysis, simulation modeling, factor analysis, and expert methods are widely used. Unfortunately, these methods have not yet become widespread in Russian practice for various reasons, including the lack of a reliable information base.

Main types of external environment

There are the following main types of the external environment:

1. changing environment, characterized by rapid change. These can be technical innovations, economic changes (changes in inflation), changes in legislation, innovations in competitor policies, etc. Such an unstable environment, which creates great difficulties for management, is inherent in the Russian market.

2. hostile environment, created by fierce competition, the struggle for consumers and markets. Such an environment is inherent, for example, in the automotive industry in the United States and Western Europe, the United States and Japan.

3. Diverse environment characteristic of global business. A typical example of a global business is a firm McDonald's, operating in many countries (hence dealing with numerous clients speaking different languages), with diverse cultures and gastronomic tastes of consumers. This diverse environment affects the activities of the company, its policy of influencing consumers.

4. Technically challenging environment. In such an environment, electronics, computer technology, and telecommunications are developing, which require complex information and highly qualified service personnel. Strategic management of enterprises in a technically complex environment should be focused on innovation, as products in this case quickly become obsolete.

Methods of responding to changes in the external environment

IN practical activities various methods of responding to changes in environmental factors are used. The most common among them are the following approaches:

1. "fighting fire", or jet control style. This management approach after accomplishment of changes is still common in many Russian enterprises;

2. expansion of areas of activity, or diversification of production and capital as a means of possible reduction of commercial risk when changing environmental factors;

3. Improving the organizational structure of management to increase its flexibility. In this case, the enterprise can create profit centers, strategic business units and other flexible structures. , results-oriented;

4. strategic management.

It is a means of transforming the database resulting from the analysis of the environment into the strategic plan of the organization. Strategic analysis tools include formal models, quantitative methods, analysis that takes into account the specifics of the organization.

Strategic analysis can be divided into two main steps:

1. Comparison of the benchmarks set by the firm and the real opportunities offered by the environment, analysis of the gap between them;

2. analysis options future of the firm, identification of strategic alternatives.

When strategic alternatives are identified, the firm moves to the final stage of strategy development - choosing a specific strategy option and preparing strategic plan.

Gap Analysis

Gap analysis - simple but effective method and analysis. Its purpose is to determine whether there is a gap between the firm's goals and its capabilities and, if so, how to "fill" it.

Gap Analysis Algorithm:

Definition of the firm's core interest, expressed in terms of strategic planning(for example, in increasing the number of sales);

Finding out the real possibilities of the company in terms of the current state of the environment and the expected future state (in 3, 5 years);

Determination of specific indicators of the strategic plan, corresponding to the main interest of the company;

Establishing the difference between the indicators of the strategic plan and the opportunities dictated by the real situation of the company;

Development of special programs and methods of action necessary to fill the gap.

Another way to apply gap analysis is to determine the difference between the highest expectations and the most modest forecasts. For example, if top management expects a real rate of return on capital employed of 20%, but analysis shows that 15% is the most realistic, discussion and action is required to close the 5% gap.

Filling can be done in several ways, for example:

By increasing productivity and achieving the desired 20%;

By abandoning more ambitious plans in favor of 15%;

The following methods of strategic analysis are usually used to identify strategic alternatives, possible options for a strategic plan.

Cost Dynamics Analysis and Experience Curve

One of the classic strategy models was developed in 1926. It links the definition of strategy to the achievement of cost advantages.

The reduction in costs with an increase in production volume is due to a combination of the following factors:

1. advantages in technology that arise with the expansion of production;

2. learning by experience most effective way organization of production;

3. economies of scale effect.

According to the experience curve, the main direction of the firm's strategy should be to gain the largest market share, since it is the largest of the competitors who has the opportunity to achieve the lowest unit costs and, therefore, the highest profits.

The application of the experience curve is possible in the branches of material production.

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-scale production, but also for small ones. Today, even a small firm can use computers, modular equipment that provides high performance and the ability to reconfigure to solve various specific problems. The main disadvantage of the model is that it takes into account only one of the internal problems of the organization and inattention to the external environment (primarily to the needs of customers).

Analysis of market dynamics, life cycle model

At the heart of market dynamics analysis this product lies the well-known model of the life cycle of a product, which is an analogy of the life cycle of a biological being.

The life of a product on the market is divided into several main stages, each of which has its own level of sales and other marketing characteristics:

• birth and introduction to the market - small sales and growth-oriented strategy;
• growth stage - a significant increase in sales and a strategy for rapid growth;
• maturity stage - sustainable sales and stability-oriented strategy;
• stage of market saturation and decline - sales decline and reduction strategy.

The purpose of the life cycle model is to correctly determine the business strategy for each stage of the product's life on the market. There are a large number of life cycle modifications depending on the types of goods. However, the strategy should not be tied too tightly to the life cycle model.

Experience curve and life cycle models are the most simple methods strategic analysis, since they associate the development of a strategy with only one of the factors of the company's activity. The methods described below are more complex and follow the path of linking the various components of the internal and external environment of the organization.

Model "product - market"

Suggested by A.J. Steiner in 1975. It is a matrix that includes the classification of markets and the classification of products into existing, new, but related to existing, and completely new products.

Rice. 1. Matrix "market-product"

The matrix shows the levels of risk and, accordingly, the degree of probability of success for various market-product combinations. The model is used for:

1. determining the probability of successful activity when choosing a particular type of business;

2. choose between various types business, including when determining the ratio of investments for different business units, that is, when forming a portfolio valuable papers firms.

Portfolio Strategy Analysis Models

Portfolio models determine the present and future position of the business in terms of the attractiveness of the market and the ability of the business to compete within it. The original, classic portfolio model is the BCG (Boston Consulting Group) matrix.

The matrix indicates four main business positions:

1. highly competitive business in fast growing markets - ideal "star" position;

2. A highly competitive business in mature, saturated, stagnant markets (which produce steady profits, "cash cows" or "money bags") is a good source of cash for the firm;

3. not having good competitive positions, but operating in promising markets "question marks", whose future is uncertain;

About the combination of weak competitive positions with markets that are in a state of stagnation - "dogs" - outcasts of the business world.

The BCG model is used:

To determine interrelated conclusions about the position of the business unit (business) that is part of the organization, and its strategic prospects;

Using the BCG matrix, the company forms the composition of its portfolio (that is, it determines the combination of capital investments in various industries, various business units).

Within the framework of the BCG matrix, strategy options can be proposed:

1. Growth and increase in market share - the transformation of the "question mark" into a "star" (aggressive "question marks" are sometimes called "wild cats").

2. Maintaining market share is a strategy for cash cows whose revenues are important for growing businesses and financial innovation.

3. "Harvesting", that is, obtaining a short-term share of the profits as much as possible, even at the expense of reducing market share - a strategy for weak "cows", deprived of the future, unfortunate "question marks" and "dogs".

4. Liquidation or abandonment of the business and the use of the resulting funds in other industries - a strategy for "dogs" and "question marks" who do not have more opportunities to invest to improve their positions.

The BCG model has the following advantages and disadvantages:

Advantages:

The model is used to study the relationship between the business units that make up the organization, as well as their long-term goals;

The model can be the basis for the analysis of different stages of development of a business unit (business);

It is a simple, easy-to-understand approach to organizing an organization's business portfolio (security portfolio).

Flaws:

Does not always correctly assess business opportunities. For a unit defined as "dog", it may recommend exit from the market, while external and internal changes are able to change the position of the business. Yes, small farming, supplying vegetable products, in the 70s could be assessed as a "dog", but by the 90s, environmental degradation and a special attitude towards "clean" products created new prospects for this business;

Overly focused on cash flow when the organization is at least important indicator is the return on investment. Aimed at super growth and ignores the possibility of business recovery, application of the best management methods.

A more complex version of the portfolio model is the McKinsey multi-factor matrix of the company that is developing it by order of General Electric.

Evaluation of the multi-profile portfolio model:

Its advantage over the simple portfolio model is that it takes into account most significant factors internal and external environment of the company;

In the application of this model, there are limitations, which include the lack of specific recommendations for behavior in a particular market, as well as the possibility of a subjective, distorted assessment by the firm of its position.

Source - I.A. PODELINSKAYA, M.V. BYANKIN STRATEGIC PLANNING Tutorial. - Ulan-Ude: Publishing House of the ESGTU, 2005. - 55 p.

Rice. 4.1. V

Strategic analysis of the enterprise is the process of identifying critical key concepts external and internal environments that can affect the ability of an enterprise to achieve its goals in both short and long term. long term.

Strategic analysis as a process is closely related to the life cycle of the strategy, and its stages (idea analysis, environment analysis, implementation analysis, modernization analysis, experience analysis) create a closed loop, and therefore, analysis is considered as a process that never stops.

The objectives of the strategic analysis of the environment:

o identification and evaluation of strategic potential;

o assessment of market attractiveness;

o clarifying the strategic position of the enterprise. The logic of studying the enterprise environment is as follows:

a) determine the factors of macro-, micro- and internal environment that affect the enterprise and will influence it in the strategic period;

b) these factors receive maximum information;

c) evaluate the information received about each factor of the environment in the enterprise and predict the magnitude of the possible impact;

d) determining the opportunities and threats of the external environment and the strengths and weaknesses of the internal;

e) strategic analysis and identification of alternative strategies.

One of the rational approaches to the analysis of the environment is illustrated in Fig. 4.1.

Thus, the analysis of the enterprise environment should cover the totality of factors that affect the enterprise and significantly affect the capabilities of the enterprise, its prospects and strategy.

Analysis of opportunities and threats

In order to successfully survive in the long term, an enterprise must be able to anticipate what difficulties may arise in its path in the future and what new opportunities may open up for it. Therefore, strategic management in the study of the external environment focuses on finding out what threats and what opportunities the external environment is fraught with. But in order to successfully cope with threats and effectively use opportunities, it is by no means enough only to know about them. You can be aware of the threat, but not be able to confront it and thus be defeated. It is also possible to be aware of the new opportunities that are opening up, but not have the potential to exploit them and therefore fail to reap the rewards from them. The strengths and weaknesses of the internal environment of the enterprise to the same extent as the threats and opportunities determine the conditions for successful existence. Therefore, when analyzing the internal environment, strategic management 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 has. It is to solve this problem that certain methods of analyzing the environment 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 factors environment: industries, markets, suppliers and a set of global environmental factors that the enterprise cannot directly influence.

After analyzing the external environment and having received data on factors that pose a danger or open up new opportunities, management should evaluate whether the enterprise has internal forces to take advantage of opportunities, and what internal weaknesses could complicate future challenges posed by external threats.

The method used to diagnose internal problems is called a management survey. Management survey is a methodological assessment of the functional areas of the enterprise, designed to identify its strategic strengths and weaknesses. Five functions are included in the management survey - marketing, finance, production, human resources, and 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, let's consider some of them.

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

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

Strengths (Strengths) - advantages of the enterprise;

Weaknesses - shortcomings of the enterprise;

Opportunities - environmental factors, the use of which will create an advantage for the enterprise in the market;

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

The widespread use and development of SWOT analysis are 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 final information for acceptance management decisions, but makes it possible to streamline the process of thinking about all available information using your own opinions and assessments. For any leader or manager who is focused on the current job, this is a useful undertaking that requires anyone who applies a SWOT analysis to think ahead. SWOT analysis allows you to form a general list of enterprise strategies, taking into account their features: 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 opportunities (positive moments) and threats (negative moments) that may arise for the enterprise in the present and future. This is where strategic alternatives come into play. The second part is related to the study of the strengths and weaknesses of the enterprise. Here the potential of the enterprise is assessed. In other words, SWOT - analysis allows you to conduct a comprehensive study of the external and internal state of an economic entity.

For conducting a SWOT- analysis is necessary:

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

2) weigh the forces and evaluate 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 (determination of 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 - something that the enterprise has succeeded in or some feature that provides additional features. Strength may lie in experience, access to unique resources, advanced technology and modern equipment, highly qualified staff, high quality products, fame trademark and so on.

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

Market Opportunities - These are favorable circumstances that the company can use to gain an advantage. As an example of market opportunities, one can cite the deterioration of the positions of competitors, a sharp increase in demand, the emergence of new production technologies, an increase in the income level of the population, etc. It should be noted that not all opportunities that exist in the market are opportunities from the point of view of SWOT analysis. , 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 enterprises.

A SWOT analysis is carried out in stages.

Stage 1. Determining the strengths and weaknesses of the enterprise

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

o make a list of parameters by which the enterprise will be evaluated;

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

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

The following parameters can be used to evaluate a company:

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

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

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

innovation (the frequency of introduction of new products and services at the enterprise, the degree of their novelty (insignificant or cardinal changes), payback periods of funds invested in the development of new products, etc.);

marketing (here you can evaluate the quality of goods / services (how consumers evaluate this quality), brand awareness, completeness of the range, price level, advertising effectiveness, enterprise reputation, the effectiveness of the sales model used, the range of additional services offered, the qualifications of the attendants). Table 4.1 is filled in.

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

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

Stage 2. Identification of market opportunities and threats.

The second step of the SWOT analysis is the market assessment. 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 the enterprise.

You can take the following list of parameters as a basis:

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

- competition factors (one should take into account the number of main competitors, the presence of substitute goods on the market, the height of 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 availability of distribution networks, the conditions for the supply of materials and components, etc.);

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

- 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 corruption in power, etc. are assessed);

- scientific and technical factors (usually takes into account the level of development of science, the degree of introduction of innovations (new products, technologies) in industrial production, level state support development of science, etc.);

- socio-demographic factors (should take into account the number and gender and age structure of the population of the region in which the enterprise operates, the birth and death rates, the level of employment, etc.);

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

- natural and environmental factors (taking into account the climatic zone in which the enterprise operates, the state of the environment, public attitudes towards 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 in the appropriate cells of the SWOT analysis matrix

In the completed SWOT-analysis matrix, you can see a complete list of the main strengths and weaknesses of the enterprise, as well as those that open up 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.

You can 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 that are characterized by certain combinations; they must be taken into account in the future when developing 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 - predictions of strategies for using the strengths of the enterprise in order to mitigate (eliminate) the threat;

Field SChM - development of strategies to overcome the weaknesses of the enterprise due to the opportunities provided by the external environment;

The SLZ field is sometimes called the "crisis field" because it combines the threats of the environment with the weakness of the enterprise.

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

o How to take advantage of the opportunities that are opening up, using the strengths of the enterprise?

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

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

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

■ the main directions of the enterprise's development were determined;

■ the main problems of the enterprise were formulated, which are to 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 enterprise activities.

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

Strength (strong side);

Neutral (neutral side);

Weakness (weak side).

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

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

Often, the STEP analysis technique is used to analyze the macro environment. Term "STEP" means analysis of the macro environment based on the study of social, technological, economic and political factors.

There are two main options: STEP - and PEST - analysis. The STEP-analysis variant is used for countries with developed economies and stable political systems, the priorities are taking into account social and technological factors. To analyze the macro environment in those countries where the economy is underdeveloped and in transition, a form of PEST analysis is used, where political and economic factors come first. When choosing the first or second option, the criterion is the priority of taking into account certain groups of macroenvironment factors in terms of the strength of the possible impact and the stability of factors for monitoring.

Thus, PEST analysis is a tool for identifying the following aspects 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 receipt of key resources for its activities. The main reason for studying the economy is to create a picture of the distribution of resources at the state level, which is the most important condition for the activity of an enterprise. Equally 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 causes of changes and market losses, as well as the emergence of new products.

Important when conducting a PEST analysis is the requirement for a systematic strategic analysis of each of the four components, since all these components are closely and intricately interconnected.

This type of analysis can be carried out using various formats, often these are two options: a simple chotiripole matrix, appearance which is given below in table 4.5 and tabular form of STEP-analysis (table 4.6).

Table 4.5.

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

Table 4.6. TABLE FORM FOR STEP ANALYSIS

PEST analysis is based on the following dominant positions:

1. The strategic analysis of each of these components must comply with the principles of consistency, because in real life all these components are interconnected in a close and complex way. 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 a multi-component strategic analysis of the macro environment, and real life- wider, more multifaceted, and for each enterprise in its external environment there is its own 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 trends of the macro environment, as well as significantly affect the activities of the enterprise;

Factors constituting potential threats to 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 influence on financial condition And production activities enterprises and possible response measures of the enterprise are being developed to prevent the influence of negative factors, and to use the possibilities 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 services for cooperation and supply with the help of loans to suppliers, implementation of barter transactions;

Formation of a rational personnel structure;

Search for new areas of activity, insurance of supplies, stimulation of partners;

Obtaining international certificates for products;

Use of price advantages, cost reduction;

Development of several alternative activity strategies;

sale finished product component parts, reducing exports.

The STER-analysis technique, like all other macro-environment analysis techniques listed here, gives the greatest result if the analysis is carried out regularly using the same format. In this case, indicators of the dynamics of factors and their impact on the enterprise are recorded. As a result, it is possible to obtain the so-called model of the reaction of a particular enterprise to a set of macro-environment factors.

Environment profile.

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

1) individual environmental factors are written out in the environment profile table (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 a scale: +1 - positive, -1 - negative).

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

Technique for analyzing threats and opportunities of the ETOM macro environment.

Another option for analyzing the external environment through compiling a list of external dangers and opportunities for the enterprise is the method of weighing each factor (to measure the significance of each factor for a particular organization) ETOM. Abbreviation "ETOM Environmental Threats and Opportunities Matrix" - 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 weight of the factor 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 analyzing the list, management should assess the strengths and weaknesses of the enterprise. At the same time, it must have a complete picture of the internal potential and shortcomings of the enterprise, as well as external problems.

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

The most common strategic analysis techniques 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 Harvard conference on business policy, Professor Kenneth Andrews for the first time publicly announced 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 made it possible to formulate in the form of a logically consistent scheme of interaction of forces, weaknesses, opportunities and threats.

Force - it's something the company excels at, or some feature that gives it more value.

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 New Product, win new customers, introduce new technology and so on.

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

As a rule, a SWOT analysis, i.e. analysis of the strengths and weaknesses of the organization, opportunities and threats emanating from the environment, is carried out using auxiliary tables (matrices). The simplest form of presenting the results of the SWOT analysis is shown in Table. 3.2.

Table 3.2

Matrix SWOT analysis

• At the intersection of the blocks, four fields are formed:
• SIV (strength and opportunity);
• SIS (forces and threats);
• WLS (weaknesses and opportunities);
• SLN (weaknesses and threats).

On each of the fields, paired combinations are selected, which must be taken into account when developing a strategy. For example, in relation to 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 couples from the SIS field, the strategy should include using the strengths of the organization 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"may make up a pair of SIVs" Sales expansion 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 possibilities of the external environment, is fixed in the strategy and accepted as one of goals (tasks) of the organization.

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

In table. 3.3 shows 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 SWOT-analysis

As already noted, one of the goals of SWOT analysis is to identify factors that significantly affect the company's business in order to develop a strategy. The next logical step that improves the quality of the results of strategic analysis is the structuring of the identified factors, i.e. dividing 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, - on three more groups of factors: current 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 question 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 external environment of the organization 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 their business activities.

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

The significance of the technological factor of the external environment is also almost obvious. In today's conditions of rapid technological change, any organization faces the 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 adapt in time to the production and (or) implementation of a technologically promising product; in parallel with this, the organization must have time to receive sufficient profit from its traditional products and at the same time be able to abandon them in time in favor of more promising ones.

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

In addition, when conducting a 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 their positioning will be in the future. Therefore, when developing a strategy, it is recommended to use one more of the standard methods: this is a matrix Boston Consulting Group (BCG) or McKinsey matrix.

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

In the matrix McKinsey a more complex method for assessing the attractiveness of the market and the competitive status of the company is used. It can be used both in growing markets and in stagnant ones. This is the main difference between the matrix BCG from the matrix McKinsey. The matrix for the strategic direction analysis offers the following set of strategic decisions (Fig. 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 organization's mission, on their basis the organization's goals (and subsequently strategies) are determined.