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Strategic analysis of the internal environment of the organization. Analysis of the environment. Analysis of the external and internal environment of the enterprise

Analysis of the organizational capabilities of the enterprise (organization). Analysis of the marketing potential of the enterprise. Analysis of the personnel potential of the enterprise. Analysis of the production potential of the enterprise. Analysis of the financial condition of the enterprise. Analysis of R&D in the field of product (service) and technology development.

Analysis of the general environment (environment of indirect impact): socio-cultural, technological, economic, legal and political aspects of the external environment.

Analysis general situation in the industry: market size (sales volume in the industry); market growth rate and stage life cycle industries; the number of competitors and their relative size, the degree of fragmentation of the industry; the number and structure of buyers, their financial capabilities; directions and rates of innovative and technological changes in production processes; ease of entry into and exit from the industry; characteristics of the industry's products (standard products, highly differentiated or poorly differentiated products); the pace and nature of updating the nomenclature / assortment; industry development trends.

SWOT analysis and formulation of favorable (opportunities) and unfavorable (threats) factors that exist in the external macro and micro environment, as well as the strategic strengths and problems of the organization.

Supply Chain Logistics Strategy

Influence of the supply strategy on the corporate strategy of the organization and other functional strategies. Factors influencing the definition of goals and the formation of an organization's supply strategy. Strategic sourcing and its main techniques. Sourcing evaluation model. Strategic sourcing decisions at the corporate and functional/operational levels. The strategic decision is "make or buy". Strategic outsourcing decision. The strategic decision is "buy globally or locally". Strategic procurement decisions based on the concepts of MRP and JIT. Procurement JIT II. forward purchases. Strategic decision "centralized or decentralized supply". Models of centralized supply. Determining the role of the supplier, classifying by type, determining the position of the supplier in the supply chain. Development of strategies for working with suppliers. Strategic segmentation of the supplier base. Determining the status of the supplier and ensuring the quality of supplies.

Priority international transport corridors

International transport corridors as one of the elements of the international global logistics system. The trend of the state of European transport markets and the direction of orientation of national transport systems in Europe.

Conditions for determining priority transport corridors. Transport corridors with branches to Central and Eastern Europe, which should lead to the integration of these territories into the largest transcontinental economic complex and provide the European economy with access to the richest resources of the CIS.

Methods and models for designing logistics systems

Systems approach. System analysis. System design method. Simulation method. Types of models used in the process of designing logistics systems.

The main types of strategic competitive behavior of organizations in the innovation sphere.

Definition and classification of the type of strategic competitive behavior of organizations in the innovation sphere. Strategies in the field of mass production: main features and areas of activity, the role of violets in the economy and the innovation process and their evolutionary path of development. Strategies for product differentiation and market segmentation: varieties and innovative role of specialized firms, evolutionary path of development. Strategies of innovative research and development organizations: their innovative role and evolutionary path of development. Strategies in the field of small non-specialized business: their role in the economy and the innovation process, the evolutionary path of development. The specifics of Russian innovation strategies: the power strategy of mass and standard production, the strategy of diversifying products and market segments (niches), the innovative strategy and the strategy of small firms. Combination of strategies.

Any enterprise is located and operates in a certain environment. The external environment is a source that feeds the enterprise with the resources necessary to form and maintain its potential.

The enterprise is in a state of constant exchange with the external environment, thereby providing itself with the possibility of survival. For this, there is an extensive system of various connections. As external relations, one should understand the channels for the receipt of resources from suppliers and channels for the sale of products to customers. There are links with related enterprises, competitors, unions, government bodies. It should be borne in mind that the resources of the external environment are not unlimited. In addition, they are claimed by other enterprises located in the same environment. Therefore, there is a potential danger that the enterprise will not be able to obtain the necessary resources from the external environment. The task of strategic planning is to ensure such interaction with the external environment that would allow maintaining its potential at the level necessary for normal functioning and development. At the same time, the external environment is studied, first of all, in order to identify opportunities and threats that must be taken into account when setting goals and achieving them.

Assessment of the external environment is carried out in order to:

Identify changes that affect different aspects of the strategy;

Determine what environmental factors may pose a threat to the company;

Assess what environmental factors can be used to achieve the strategic goal. This allows you to direct the efforts of the company in the most favorable direction for business development.

Analysis of the external environment helps to obtain important results:

Anticipate unforeseen circumstances;

Develop measures to prevent adverse unforeseen circumstances and threats;

Helps turn potential threats into profitable opportunities.

The role of the analysis of the external environment is to answer the questions:

Where is the organization located in relation to other business participants;

Where does top management think the business should be in the future?

What needs to be done in order for the enterprise to move from the position in which it is located to the position where the management wants to see it.

In order for a firm to effectively study the state of the external environment, a special system for its observation and study should be created.

The most common methods of observation are:

Participation in conferences;

Analysis of the experience of the enterprise;

Studying the opinions of employees of the enterprise;

Holding meetings, meetings, "brainstorming", various competitions, etc.

In the process of studying, it is important to reveal the trends that are characteristic of the change in the state of individual parameters and try to predict the direction of their development in order to anticipate the threats and benefits that await the enterprise in the future.

Characteristics of the macro environment

Strategic planning considers the external environment as a combination of two environments: the macro environment and the immediate environment. In addition, the internal environment is examined.

The macro environment creates the general conditions for the existence of the firm. In most cases, the macro environment does not have a specific character in relation to a single business entity, it has overall influence to all subjects. However, the degree of influence of the macro environment on different organizations is not the same, which is due to the specifics of the business in which the company operates, the internal potential of the organization. Let's consider these factors.

1. Economic factors. The current and predicted state of the economy has a decisive influence on the activities of business entities. Therefore, the most important parameters of the economy must be constantly monitored and forecasted. Among them, the most important are the following: the rate of inflation or deflation; the level of employment of labor resources; international balance of payments; interest and tax rates; the value and dynamics of the gross domestic product; labor productivity, etc. These parameters have a different impact on different enterprises: what for one is an economic threat, another perceives as an opportunity. For example, stabilization of purchase prices for products Agriculture for its producers is seen as a threat, and for processing enterprises - as a benefit.

2. Political factors Political factors must be studied in order to top management enterprises had a clear idea of ​​the political intentions of public authorities. This is important in order to know what state programs the government intends to undertake in the field of politics and economics, to what extent these programs may affect the interests of a particular firm, what lobbying groups exist in the state apparatus, what attitude the government has towards various sectors of the economy and regions countries, what changes in the legislative and regulatory framework are possible, etc.

3. Market factors. The analysis of the market environment includes numerous factors: demographic factors; life cycles of products and business entities themselves; the level of competition; level and dynamics of income, etc.

4. Technological factors. An analysis of this sphere of the external environment makes it possible to timely identify the opportunities that the development of science and technology opens up for production. We are talking about the possibility of improving both products and the technology of its manufacture.

5. International factors. The activity of the enterprise in the international market makes it necessary to monitor the scope of international cooperation. Threats and new opportunities here may arise as a result of: facilitating access to raw materials foreign companies or domestic abroad; activities of foreign firms; the creation of foreign cartels (for example, OPEC); exchange rate changes; making political decisions in countries acting as foreign investors, etc. The study of these problems should be aimed at strengthening the national market, seeking government support and protection against foreign competitors.

6. Social factors. The study of social factors is aimed at understanding the impact on business of the following social phenomena and processes: people's attitude to work and quality of life; customs and traditions existing in society; values ​​shared by people; the mentality of society; the level of education; mobility of people to change their lives, etc. The study of social factors is important for two reasons. First, because they are all-pervading, i.e. determining the internal environment of the enterprise. Secondly, because they influence other components of the external environment and thus have an additional impact on the firm.

Characteristics of the immediate environment

The analysis of the immediate environment involves the study of the components of the external environment with which the enterprise is in direct contact in the course of economic activity. The important thing here is that the enterprise can have a significant impact on the nature and content of this interaction, prevent the emergence of threats and create some advantages. The immediate environment includes: buyers of the firm's products and services; suppliers; competitors and the labor market, contract audiences.

Consider these components:

1. Competitors. Competitor analysis plays an important role in strategic planning. This study is aimed at identifying the strengths and weaknesses of competitors and building your business strategy on this basis.

Competitors include:

Intra-industry competitors, i.e. firms producing similar products;

Firms that produce a replacement product;

Firms that can enter the market (potential competitors).

In addition to these entities, competitors include buyers and suppliers, which can significantly weaken the position of the company.

Particular attention in the analysis should be given to potential competitors. Ignoring threats from firms entering the market is often the main reason loss in competition. Therefore, the analysis should be aimed at planning in advance the barriers that prevent potential competitors from entering the market. These may include: low costs due to large volumes of output; control over product distribution channels; use of local (local) features in the production of a product, etc.

2. Buyers. The purpose of this analysis is to determine the consumers of the products of this company. This allows you to find out the following: what product the buyer needs, what sales volume the company can count on; the extent to which buyers are committed to the company's product; how much you can expand the circle of potential buyers; what awaits the company's products in the future, etc.

The portrait of the buyer can be compiled according to the following characteristics:

Socio-economic (income, profession, etc.);

Demographic characteristics (age, gender, education, field of activity, etc.);

Psychographic characteristics (lifestyle, opinions, etc.);

Behavioral characteristics (attitude towards the product, price perception, frequency of purchases in one store, etc.).

The firm determines how strong its position is to dictate its terms to the buyer. If the firm is a monopolist, the buyer has a limited opportunity to choose the product he needs and, therefore, his position in relation to the seller of the product is significantly weakened. And, conversely, if the buyer has a choice, then the position of the seller of the goods is weaker, and he is forced to look for a replacement for this buyer with another one who would have less opportunity to choose the seller.

The position of the buyer in the market, taken into account when developing the strategy of the company, depends on a number of factors, among which the most important are the following:

The ratio of the degree of dependence of the buyer on the seller with the degree of dependence of the seller on the buyer;

The volume of purchases made by the buyer;

The level of awareness of the buyer about the state of the product market;

Availability and output of substitute goods;

The sensitivity of the buyer to the price of the goods, which is determined by the volume of purchases of this product, the focus on a certain quality of the goods, the economic situation of the buyer, the characteristics of the persons making the purchase decision, etc.

3. Suppliers. The analysis is aimed at identifying factors in the activities of suppliers supplying the company with raw materials, materials, semi-finished products, fuel, etc., on which the cost and quality of products depend. The influence of suppliers on the company's activities cannot be underestimated, since they can make the company highly dependent on themselves.

The degree of influence of suppliers as competitors can be assessed by the following factors:

The level of specialization of suppliers;

Costs that the supplier may incur when replacing customers;

The ability to replace the resources purchased by buyers with others;

Sales volume of suppliers, etc.

When studying suppliers, it is necessary to investigate:

The cost of the supplied goods, and trends in its change;

Guarantees of quality of the delivered goods;

Time schedule for delivery;

Reliability of suppliers (punctuality, obligation to fulfill contractual obligations, etc.).

4. Labor market. The study of the labor market is carried out in order to identify its potential in providing the company with qualified personnel. The following is important here:

Availability in the labor market of personnel of a certain qualification, gender, age, etc. necessary for the company;

Analysis of the policies pursued by trade unions, the state, employers' associations, etc. in the field of employment and wages;

The study of the cost of labor and the dynamics of its change.

5. Contact audiences. These are the mass media, consumer societies, environmental public organizations, etc., which have a significant impact on the formation of a favorable image of the company.

Analysis and assessment of the internal environment of the company

The purpose of the analysis internal environment The firm is to identify the strengths and weaknesses in its activities. To take advantage of external opportunities, the firm must have a certain internal potential. At the same time, it is necessary to know the weak points that can aggravate the external threat and danger. The process by which a diagnosis of internal strengths and weaknesses is made is called management survey in strategic planning. It is a process of examining the internal environment of the firm, designed to identify its strategic advantages and disadvantages in business.

Analysis of the internal state of the company allows you to ensure a balance of market demands and the real possibilities of the company itself, to obtain the necessary information to make reasonable decisions. management decisions and developing market strategies and policies. In strategic analysis, the entire internal environment of the organization, its individual subsystems and components are considered as a strategic development resource. The main condition for the success of such an analysis is its consistency, multifactorial nature, completeness and ultimate efficiency.

Stages and tasks of analyzing the internal environment of the company and its position in the market

Thus, the analysis of the internal environment comes down to determining the strengths and weaknesses of the company, assessing the current state of the business, and identifying strategic problems. When developing a firm's strategy, it is necessary to use internal variables that can become the basis of competitive advantages, and take into account the possible negative impact of identified shortcomings and limitations that impede success.

3.2.4. Strategic analysis of the external environment.

The main purpose of the analysis of the external environment is to find out and understand the opportunities and threats that may arise for the enterprise in the future in order to correctly determine the strategic directions of its development.

The external environment is characterized by a huge number of variables that create uncertainty and instability in the strategic plan.

Opportunities refer to positive trends and environmental events that can increase sales and profits. Such opportunities, for example, are: the weakening of the positions of competitors, the growth of household incomes, the expansion of sales markets, favorable government policy, etc.

Threats are negative trends and events that, in the absence of an appropriate response from the enterprise, can significantly weaken its competitive position. Threats include: tightening of customs regulation, the emergence of substitute goods, increased competition, reduced purchasing power, etc.

According to the degree of impact on the processes occurring within the enterprise, there are two groups of external factors:

indirect impact factors (macro environment)

direct impact factors (immediate environment) (Fig.)

Various research tools and methods can be used to analyze the dynamism and complexity of the external business environment.

Stages and tasks of strategic analysis of the external environment

SWOT analysis is one of the most common and accessible methods for the final assessment of the firm's environment.

The name of the SWOT method is an abbreviation English words:Strengts(strength),Weaknesses(weakness),Opportunities(opportunities),Threats(threats). Strengths and weaknesses characterize the internal environment in the company, and opportunities and threats characterize the external environment.

There are various forms of presenting the results of a SWOT analysis. Most often, to establish links between different environments, the classic version of the SWOT matrix (Fig ...)

Rice. SWOT Analysis Matrix.

When developing strategies using the results of the SWOT matrix, it should be remembered that opportunities and threats can turn into their opposite. Thus, an untapped opportunity can become a threat if a competitor exploits it. Or vice versa, a successfully thwarted threat may open up additional opportunities for the organization if competitors have not been able to eliminate the same threat.

Strategic management can be viewed as a dynamic set of five interrelated management issues. These processes follow logically from one another. However, there is a stable Feedback and, accordingly, the inverse effect of each process on the others and on their totality. This is an important feature of the strategic management system. Schematically, the structure of strategic management is shown in fig. 1

Rice. 1. Structure of strategic management

Environmental analysis is usually considered the initial process of strategic management, as it provides the basis for defining the mission and goals of the firm and for developing behavioral strategies that allow the firm to fulfill the mission and achieve its goals. Analysis of the environment involves the study of its three parts:

1) macro environment (general environment);

2) internal environment.

The analysis of the macro environment includes the study of the influence of such components of the environment as: the state of the economy; legal regulation and management; political processes; natural environment and resources; social and cultural components of society; scientific, technical and technological development of society; infrastructure, etc.

The macro environment creates the general conditions for the existence of the organization in the external environment. This part of the analysis considers political and legal, technical and economic, socio-cultural, environmental and similar factors. The study of the working environment involves the analysis of those components of the external environment with which the organization is in direct interaction, these are: buyers, suppliers, competitors, creditors, shareholders.

An analysis of the internal environment reveals those internal capabilities and the potential that a company can count on in a competitive struggle in the process of achieving its goals, and also allows you to more correctly formulate the mission and better understand the goals of the organization. And it is carried out in the following main areas: marketing, production, R&D, finance, personnel, management structure.

The internal environment is analyzed in the following areas

• personnel of the company, their potential, qualifications, interests, etc.;

First, you need to remember that the company is people whose competence determines whether it will reach a new level or fail. Therefore, the formation of personnel must be approached competently. In my opinion, people working in companies should meet the following qualities:

• honest man

Fraud in modern business, not only in Russia, but also in foreign companies, is an indicator of the quality of employees. Therefore, many businesses have developed their own effective recruitment and fraud prevention systems. The main principle of such systems is the selection honest people and developing people's belief that honesty is the main quality of an employee. The corporate principles of one of the leaders among modern global companies - General Electric - begin with the words: "All GE employees are always impeccably honest .."

• professional and patriot

The following example can serve as an example of patriotism and high professionalism.

The head of one of the Japanese corporations, not finding support from his senior managers regarding the implementation of a more dynamic strategy, addressed the employees of the corporation at a general meeting with his vision of the prospects for further development. He explained his position, why it is necessary to achieve precisely such high rates, and what each employee of the corporation will receive as a result of this. The result of the corporation's activity exceeded all the wildest expectations. The staff of the corporation has achieved even higher results, i.е. the cumulative effect of creative forces was maximum

• management organization;
• production, including organizational, operational and technical and technological characteristics, research and development;
• company finances;
• marketing;
• organizational culture.

It is always important to remember that the organization not only produces products for the environment, but also provides an opportunity for its members to exist, providing them with work, the opportunity to participate in profits, creating social conditions for them, etc.

There are several methods for assessing the conditions of the enterprise. One of the most common and recognized methods are SWOT analysis (from SWOT - in the initial letters of English words: strength (strength), weakness (weakness), opportunities (opportunities), threats (threats)), and STEP analyzes (from STEP - by the initial letters of English words: social (social), technical (technical), economic (economic), political (political) factors). Consider the methodology for conducting an analysis of the external environment based on SWOT analysis, as the more well-known one.

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 business entity.

Managers offer the following approximate set of characteristics, the conclusion of which allows you to make a list of the weaknesses and strengths of the organization, as well as a list of its opportunities and threats that already exist or are just emerging in the enterprise environment.

Strengths:

• outstanding competence;
• adequate financial resources;
• high qualification;
• good reputation among buyers;
• well-known market leader;
• the possibility of obtaining savings from the growth of production volume;
• protection from strong competitive pressure;
• suitable technology;
• cost advantages;
• competitive advantage;
• availability of innovative abilities and the possibility of their implementation;
• proven management.

Weak sides:

• no clear strategic directions;
• deteriorating competitive position;
• outdated equipment;
• lower profitability because...;
• lack of managerial knowledge and lack of key qualifications on certain issues;
• poor tracking of the strategy implementation process;
• difficulties with internal production problems;
• vulnerability to competitive pressure;
• lagging behind in research and development;
• very narrow production range;
• poor understanding of the market;
• poor understanding of competitors;
• low marketing ability;
• inability to finance necessary changes in strategy.

Possibilities:

• entering new markets or market segments;
• expansion of the production line;
• increasing diversity in related products;
• adding related products;
• the opportunity to move to a group with a better strategy;
• vertical or horizontal integration;
• accelerating market growth.

• the possibility of new competitors;
• growth in sales of a replacement product;
• slowdown in market growth;
• unfavorable government policy;
• increasing competitive pressure;
• business cycle fading;
• increasing demands from buyers and suppliers;
• changing needs and tastes of customers;
• unfavorable demographic, economic, social, etc. changes.

After a specific list of strengths and weaknesses of the enterprise, as well as opportunities and threats, you need to establish links between them. For this, a SWOT matrix is ​​compiled (see Fig. 2). Rice. 2 SWOT matrix

At the intersection of sections, four fields are formed: the field "SIV" (strength and opportunities); field "SIS" (strength and threats); field "SLV" (weakness and opportunities); field "SLU" (weakness and threats). In each of these fields, the researcher must consider all possible pair combinations and highlight those that should be taken into account when developing an organization's behavior strategy. For those couples that have been selected from the "SIV" field, a strategy should be developed to use the strengths of the organization in order to get a return on the opportunities that have appeared in the external environment. For those couples who have found themselves in the "ADV" field, the strategy should be built in such a way that, due to the opportunities that have appeared, they try to overcome the weaknesses in the organization. If the couple is on the SIS field, then the strategy should involve the use of the strength of the organization to eliminate threats. Finally, for couples in the SDU field, the organization must develop a strategy that would allow it to both get rid of the weakness and try to prevent the threat looming over it.

Taking into account the results obtained during the analysis of the external environment, the mission of the enterprise is determined. The mission is given the status of "task" to conduct an analysis of the internal environment. Consider the principles by which the mission statement is developed and the goals of the enterprise are determined.