Strengths and weaknesses of a construction company. Strengths and Weaknesses of a SWOT Analysis: Useful Guidelines for Conducting

ANALYSIS OF STRENGTHS AND WEAKNESSES OF THE ENTERPRISE

Chapter 1. The concept of analyzing the strengths and weaknesses of an enterprise and the methodology for its implementation

Chapter 2. Practical part

2.1. Organizational and economic characteristics of Belgorod Cement CJSC

2.2. Analysis of the strengths and weaknesses of Belgorod Cement CJSC

2.2.1. Competition Analysis

2.2.2. Marketing and sales system

2.2.3. Financial analysis

2.2.4. Summary analysis of strengths and weaknesses

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To achieve its goals, it is important for the management of the enterprise to know the potential opportunities, as well as the weaknesses of the enterprise. Internal strengths allow a company to take advantage of opportunities in the external environment, while weaknesses indicate the potential for danger from the external environment that may arise if management does not develop precautions.

The so-called SWOT analysis is used as an effective tool for analyzing the current influence of the external environment on the activities of an enterprise. Its name comes from the initial letters English words strengths; weaknesses; opportunities; threats. Such an analysis must be carried out in order to identify and eliminate existing weak spots, increase power and avoid possible threats. Its meaning is that the manager enters data useful for use in strategic planning into four cells - strengths, weaknesses, threats and opportunities.

A SWOT analysis is very similar to drawing up a strategic balance sheet: strengths are a company's competitive assets, and its weaknesses are liabilities. It's just a matter of how much its strengths (assets) offset its weaknesses (liabilities) (the 50:50 ratio is considered undesirable), and also how to use these strengths and how to tilt the strategic balance towards assets. Practice shows that SWOT analysis is a management tool for every top manager abroad.

Analysis of the organization's environment using the SWOT method

In order to successfully survive in the long term, an organization must be able to predict what difficulties may arise in its path in the future, and what opportunities may open up for it. Therefore, strategic management, studying the external environment, focuses on finding out what threats and opportunities the external environment contains.

Knowing about them is not enough to successfully manage threats and truly seize opportunities. You need to be able to counter threats and have the capacity to exploit them. Advantages and disadvantages internal environment organizations, as much as threats and opportunities, determine the conditions for the successful existence of the organization.

Environmental analysis aims to identify threats and opportunities that may arise in the external environment in relation to the organization, as well as the strengths and weaknesses that the organization possesses. It is to solve this problem that certain methods of environmental analysis have been developed.

SWOT method(an abbreviation made up of the first letters of the English words: strength, weakness, opportunities and threats), which is used in strategic management to analyze the environment, is a fairly widely recognized approach that allows for a combined study of the external and internal environment. Using the SWOT method, it was possible to establish lines of communication between the strengths and weaknesses that are inherent in the organization, external threats and opportunities. The SWOT methodology involves first identifying strengths and weaknesses, as well as threats and opportunities, and then establishing connections between them, which can later be used to formulate the organization's strategy.

Stage I - taking into account the specific situation in which the organization is located, a list of its weak and strengths, as well as a list of threats and opportunities.

Stage II - establishing connections between them. For this purpose, a SWOT matrix is compiled, which has the following form:

Rice. 6.1. SWOT Matrix

The top and left sections of the matrix record all relevant opportunities, threats, strengths and weaknesses.

At the intersection of the sections, four fields are formed: the “SEVEN” field (strength and opportunities), the “PPE” field (strength and threats), the “SLM” field (weakness and opportunities), the “SLZ” field (weakness and threats). In each of these fields, the researcher must consider all possible pairwise combinations and highlight those that should be taken into account when developing the organization's behavioral strategy. For those couples who find themselves at:

field “SEVEN” - a strategy should be developed to use the organization’s strengths in order to benefit from the opportunities that have appeared in the external environment;
field “SLM” - the strategy should be structured in such a way that, due to the opportunities that have arisen, an attempt is made to overcome the weaknesses of the organization;
field “PPE” - the strategy should include the use of the organization’s strength to eliminate threats;
field “SLZ” - the organization must develop a strategy that would allow it to get rid of the weakness and try to prevent the threat.

When developing a strategy, you should remember that opportunities and threats can turn into their opposites. Thus, an untapped opportunity can become a threat if a competitor exploits it, and vice versa.

To successfully analyze the organization’s environment, it is important not only to identify threats and opportunities, but also to try to evaluate them from the point of view of how important it is for the organization to take into account each of the identified threats and opportunities in its behavior strategy.

To assess opportunities, a method is used to position each specific opportunity on the opportunity matrix.

The Impact of Opportunities on the Organization

Rice. 6.2. Opportunity Matrix

The resulting nine opportunity fields within the matrix have different meanings for the organization. Opportunities that fall into the fields “VS”, “VP”, “SS” have great importance for the organization, and they must be used. Opportunities that fall into the “CM”, “EM”, “NM” fields are practically not worthy of the organization’s attention. Regarding opportunities that fall into other fields, management must make a positive decision about their use if the organization has enough resources.

A similar matrix is used to assess threats.

Impact of threats on the organization

	Destruction	Critical condition	Serious condition	"Minor bruises"
High probability	Field "VR"	Field "VC"	Field "BB"	Field "VL"
Average probability	Field "SR"	Field "SK"	Field "NE"	Field "SL"
Low probability	Field	Field "NK"	Field "NV"	Field "NL"

Rice. 6.3. Threat Matrix

Those threats that fall into the fields “VR”, “VK”, “SR” cause a very great danger for the organization and require immediate and mandatory elimination. Threats that fall into the fields of “BB”, “SC”, “HP” should also be in the field of view of senior management and be dealt with as a matter of priority. Regarding the threats that are in the fields of “NK”, “SV”, “VL”, a careful and responsible approach to eliminating them is needed.

Threats that have entered other fields should not fall out of sight of the organization’s management, therefore their development should be carefully monitored, although the goal of eliminating them as quickly as possible is not set.

Based on an assessment of the internal state of the enterprise and studies of the external environment, below is SWOT - activity analysis OJSC "Milkman" (tab. 6.2.).

Table 6.2. SWOT analysis of activities: OJSC "Molochnik"

sufficient raw material base;

low cost of production;

experienced staff;

significant relative market share;

high wear of main production assets;

inefficient use of enterprise resources;

predominance of manual labor, low capital-labor ratio;

large range of products;

stable financial position;

management's willingness to take risks.

lack of structural divisions for marketing;

presence of unprofitable activities;

disproportionate growth of own and attracted capital;

low degree of employees’ readiness for change;

misunderstanding of team members with each other.

Possibilities

Threats

expansion of product markets;

increasing trade turnover;

economies of scale;

increasing fixed and working capital;

growth in labor productivity and material security of workers;

increasing the level of professionalism of personnel;

expansion of the product range;

creation of a dealer network;

increasing the profitability of activities;

modernization of technological equipment;

creating an organizational culture at the enterprise;

export of products to near and far abroad countries.

increasing the level of competition in the industry;

technological lag;

unsuccessful investment policy;

reduction in the level of qualifications of personnel.

Based on generalized information about the internal and external environment of the enterprise and their groupings presented in SWOT matrices, we are able to preliminarily formulate a development strategy OJSC "Milkman" designed for 3 years, to 2004

Assessing strengths and weaknesses. Strengths are the experience and resources that the enterprise owns, as well as strategically important areas of activity that allow it to win the competition. Weaknesses are shortcomings and limitations that hinder success.

There are many sources of strengths and weaknesses of an enterprise, some of which are considered in the industry analysis. Thus, the strengths include serious and obvious consumer preferences and the possibility of economies of scale. Weak side enterprises are seriously dependent on the domestic market for direct sales volume, inability to meet the needs of new market segments, etc.

Determination of strengths and weaknesses should be carried out in all areas of the enterprise’s activities:

Organization and general management;

Production;

Marketing;

Finance and accounting;

HR management, etc.

Below is a set of factors and key issues for their analysis in the production sector (Table 5).

Table 5

Analysis of the strengths and weaknesses of the enterprise in the production sector

	Factors	Questions to consider

1.	Cost of raw materials and their availability, relationships with suppliers	Do production facilities meet modern requirements?
2.	Inventory control system, inventory turnover	How efficiently are production
3.	Location of production	are there any possibilities?
4.	Economies of scale	opportunities to expand the production base? What is the return on research and development? Do research work lead to
5.	Efficient use of capacity, advanced equipment
6.	Degree of vertical integration, net output, profit
7.	Control over the product preparation process	to creating fundamentally new products?
8.	Purchase
9.	Research and development, innovation
10.	Patents, trademarks and similar forms of product protection
11.	Amount of costs

The assessment of the factors of the strengths and weaknesses of the enterprise is given in comparison with the market leader on an interval scale by assigning each factor a certain weight, for example from 1 (insignificant) to 5 (outstanding).

Strengths and weaknesses of the enterprise

Determination of the main advantages. The enterprise strategy must take into account the strengths and weaknesses of the business and be based on its main advantages.

The main advantages characterize the exceptional competence (unique advantages) of the enterprise in solving the assigned tasks.

Unique advantages are based on a particularly effective combination of resources, which are divided into tangible and intangible.

Tangible Resources- these are the physical and financial assets of the enterprise reflected in the balance sheet (fixed assets, inventories, cash etc.). They determine the technical competence of the enterprise. Intangible Resources- these are, as a rule, qualitative characteristics of a business. These include:

Intangible assets not related to people - trademark, favorable location, prestige, image of the enterprise;

Intangible human resources - special knowledge: personnel, experience, fame of the management team.

Unlike strengths and weaknesses, for which internal assessment is possible, the unique advantages of an enterprise must be perceived by consumers as such, i.e. be of some value to them.

For consumers, brand recognition (Red October confectionery factory), favorable location (Voronezh Rossiya department store), opening hours (24-hour pharmacies), highly qualified personnel (service industry), etc. are of great importance.

In a competitive environment, the unique advantages of an enterprise are “eroded”, and over time they lose their strength. From the point of view of significance for business, three categories of key competencies can be distinguished:

1. “Spent” ones, which have already been adopted by the main competitors and have become a kind of industry standards. They do not give the company a competitive advantage and are a prerequisite for survival in the market.

2. “Unpromising”, which in this moment remain valid but may become widely available in the near future. In the short to medium term, the enterprise must protect such advantages and make the most of them. Serve as a base long term strategy They can not.

3. “Sustainable” competencies that an enterprise can protect for a long time.

When developing a strategy, it is necessary to make an informed assessment of available resources and unique advantages. Below is a list of key questions for their analysis:

What unique strengths does the organization currently have, how long will they remain strong, and when will they become industry “standards”?

How can these advantages be “protected”, developed and used within the strategy?

Is an enterprise able, on the basis of existing resources, to create new, original combinations of resources that in the future can be transformed into its main advantages?

Are the unique advantages of the enterprise taken into account in its production, sales and scientific and technical policies?

3. STRATEGIC COST ANALYSIS AND “VALUE CHAIN”

Strategic cost analysis based on the “value chain” is aimed at identifying the strengths and weaknesses of the enterprise, as well as its competitive advantages. The value chain of an individual enterprise is shown in Fig. 10. Value chain analysis is based on the assumption that the main economic goal of an enterprise is to create value that exceeds the real costs of production.

SH M. Porter introduced the concepts of “product value” and “value chain”. The cost of a product in Porter's understanding is the amount that consumers are willing to pay for a product or service provided to them by a manufacturer. The traditional concept of value as socially necessary labor costs for the production of a unit of output does not apply in this case.

The “value chain” gives an idea of the strategically related activities of the enterprise and allows you to trace the process of value creation. In the “value chain”, the activities of an enterprise are divided into two types:

main- related to the production of goods, their sale and after-sales service; auxiliary- providing basic processes. Each of the activities can help reduce costs and create a basis for differentiating products and services. To achieve competitive advantages, the “value chain” should be considered as a system of activities with its characteristic connections. The connections within the chain determine the ways in which individual activities interact with each other and significantly influence their effectiveness. Therefore, they can serve as an additional source of benefits for the enterprise.

Effective linking of sales processes, product production and procurement allows you to reduce the amount of inventory of both raw materials and finished goods. The purchase of expensive but more advanced equipment ultimately leads to lower production costs and improved product quality.

It is possible to increase the competitiveness of an enterprise by reducing costs, improving or excluding individual elements and connections from the “value chain”.

Questions for self-control

1. What is SWOT analysis and why is it needed?

A) SWOT analysis is an analysis of the external and internal environment. It establishes the influence of environments on the enterprise and the team,

B) SWOT analysis is the study of the environment of an enterprise and team and their impact on the process enterprise development,

C) SWOT analysis is a widely recognized approach that allows for a joint study of the external and internal environment. He establishes connections between the strengths and weaknesses that are inherent in the organization, external threats and opportunities.

Answer: "B"

2. What threats may arise for Russian enterprises in various industries?

3. What is industry analysis? Discuss the main areas of industry analysis.

4. What is the competitiveness of a product, technology, production, company, industry, country?

5. What is the principle of the law of competition?

6. Justify why it is necessary to study competitors. Is it always necessary to study competitors?

7. Justify why it is necessary to study consumers. Is this always necessary?

8. Analyze the methods used in management analysis. If possible, provide examples from Russian practice.

9. What, in your opinion, holds back or makes it difficult to conduct a comprehensive analysis of activities Russian enterprises?

10. Name the main strategies for achieving competitive advantage. What are the risks associated with each of them?

Questions for control

1. Implementation of the strategy includes:

A) activation of managers at all levels;

B) allocation of funds for the implementation of the strategy;

C) introduction of advanced experience and scientific achievements in the process of implementing the strategy;

D) stimulating the implementation of the strategic plan;

D) formation of corporate culture;

E) periodic reporting on the implementation of the strategy.

Answer: “A”, “B”, “D”

2. The main goal strategic analysis of the organization’s external environment is:

A) information that must be taken into account when formulating the mission of the organization;

B) information about threats that must be taken into account when developing a specific strategy for the organization;

C) studying the specifics of a competitor’s product.

Answer: "B"

3. Factors that determine the competitive strength of an organization’s supplier are:

A) level of specialization of the supplier;

B) the supplier’s concentration on working with specific clients;

C) inflation rates and tax rates.

Answer: "B"

4.What is the essence of SWOT analysis?

5.What competitive advantages and disadvantages does it have? Russian economy?

6.Diagnostics of an enterprise is:

A) analysis of financial and production indicators;

B) quantitative and qualitative assessment of the enterprise in relation to the external environment, as well as analysis of organizational, financial, production, managerial, and personnel aspects of activity;

C) analysis of the enterprise’s place in a competitive environment.

Answer: "B"

7. Business and company assessment is:

A) assessment of the efficiency of the enterprise;

B) assessment of the effectiveness of management activities at the enterprise;

C) assessment of the market value of the company and business.

Answer: "B"

8. Situational analysis is:

A) analysis of the situation within the organization;

B) analysis of influencing factors and the place of the enterprise in the surrounding business space;

C) analysis of activities carried out depending on the current situation.

Answer: "B"

9.Analysis of market segments is:

A) analysis of the breakdown of the sales market by type of product;

B) analysis of the consumer market served by the enterprise;

C) analysis of competing products on the market.

Answer: "A"

10.Segmentation strategic zones management is:

A) choice promising markets for organization;

B) dividing the organization’s sphere of activity into large blocks corresponding to separate, important and profitable areas for the organization;

C) division of markets for products for the enterprise.

Assessing strengths and weaknesses. Strengths- this is the experience and resources that the enterprise owns, as well as strategically important areas of activity that allow it to win the competition.

Weak sides- these are shortcomings and limitations that hinder success.

There are many sources of strengths and weaknesses of an enterprise, some of which are considered in the industry analysis. Thus, the strengths include serious and obvious consumer preferences and the possibility of economies of scale. The weaknesses of the enterprise are the serious dependence on the domestic market for the volume of direct sales, the inability to meet the needs of new market segments, etc.

Determination of strengths and weaknesses should be carried out in all areas of the enterprise’s activities:

organization and general management;
production;
marketing;
finance and accounting;
personnel management, etc.

Below is a set of factors and key issues for their analysis in the production sector (Table 5).

Table 1 Analysis of the strengths and weaknesses of the enterprise in the field of production

Factors	Questions to consider
1. Cost of raw materials and their availability, relationships with suppliers	Do production facilities meet modern requirements?
2. Inventory control system, inventory turnover	How efficiently are production capacities used? Are there opportunities to expand the production base? What is the return on research and development? Does research and development lead to the creation of fundamentally new products?
3. Location of production
4. Economies of scale
5. Efficient use of capacity, advanced equipment
6. Degree of vertical integration, net production, profit
7. Control over the product preparation process
8. Purchase
9. Research and development, innovation
10. Patents, trademarks and similar forms of product protection
11. Amount of costs

Strengths and weaknesses of the enterprise

1 Total

Determining the main advantages. The enterprise strategy must take into account the strengths and weaknesses of the business and be based on its main advantages.

The main advantages characterize the exceptional competence (unique advantages) of the enterprise in solving the assigned tasks.

Unique advantages are based on a particularly effective combination of resources, which are divided into tangible and intangible.

Tangible resources are the physical and financial assets of an enterprise reflected in the balance sheet (fixed assets, inventories, cash, etc.). They determine the technical competence of the enterprise. Intangible resources are, as a rule, qualitative characteristics of a business. These include:

intangible assets not related to people - trademark, favorable location, prestige, image of the enterprise;
intangible human resources - special knowledge of personnel, experience, fame of the management team.

Unlike strengths and weaknesses, for which internal assessment is possible, the unique advantages of an enterprise must be perceived by consumers as such, i.e. be of some value to them.

For consumers, brand recognition (Red October confectionery factory), favorable location (Voronezh department store Russia), opening hours (24-hour pharmacies), highly qualified personnel (service industry), etc. are of great importance.

In a competitive environment, the unique advantages of an enterprise are eroded, and over time they lose their strength. From the point of view of significance for business, three categories of key competencies can be distinguished:

Disused ones that have already been adopted by the main competitors and have become a kind of industry standards. They do not give the company a competitive advantage and are a prerequisite for survival in the market.
Unpromising ones that currently remain valid, but may become widely available in the near future. In the short to medium term, the enterprise must protect such advantages and make the most of them. They cannot serve as the basis for a long-term strategy.
Sustainable competencies that an enterprise can protect for a long time.

When developing a strategy, it is necessary to make an informed assessment of available resources and unique advantages. Below is a list of key questions for their analysis:

What unique strengths does the organization currently have, how long will they remain strong, and when will they become industry standards?
How can these advantages be protected, developed and used within the strategy?
Is an enterprise able, on the basis of existing resources, to create new, original combinations of resources that in the future can be transformed into its main advantages?
Are the unique advantages of the enterprise taken into account in its production, sales and scientific and technical policies?

Introduction

Chapter 1. The concept of analyzing the strengths and weaknesses of an enterprise and the methodology for its implementation.................................... ........................................................ ..................... 5

Chapter 2. Practical part.................................................... ................................. 9

2.1. Organizationally – economic characteristics CJSC "Belgorod Cement"................................................. ........................................................ .............................. 9

2.2. Analysis of the strengths and weaknesses of Belgorod Cement CJSC.............................. 14

2.2.1. Competition analysis................................................................ ............................... 14

2.2.2. Marketing and sales system............................................................. .................... 15

2.2.3. Analysis of financial condition......................................................... ............... 18

2.2.4. Summary analysis of strengths and weaknesses.................................................... 20

Conclusion

List of references used

Relevance and problems of the study. To correctly assess the performance of enterprises in a market economy, it is necessary to conduct a constant and comprehensive study of the markets into which they have entered and want to gain a foothold and carry out their activities. To do this, a PEST analysis is carried out - an assessment of political (Political), economic (Economic), social (Social) and technical (Technical) factors. But the management of the enterprise must clearly know about the internal state of its enterprise.

When analyzing markets, the following indicators are of greatest interest:

Market capacity, that is, possible sales volumes of a particular product;

Market and forecast sales research;

Buyer behavior research;

Studying the practices of competitors;

The tools for such research can be an analysis of the strengths and weaknesses of the enterprise, its opportunities and dangers.

The strengths of an enterprise are what it excels at or some feature that provides additional opportunities. Strength may lie in existing experience, access to unique resources, the availability of advanced technology and modern equipment, highly qualified personnel, high quality the products you produce, brand awareness, etc.

The weaknesses of an enterprise are the absence of something important for the functioning of the enterprise or something that is not yet successful in comparison with other companies. Examples of weaknesses include a too narrow range of products, a poor reputation of the company in the market, lack of financing, low level of service, etc.

The main goal of this work is to study the methodology for analyzing the strengths and weaknesses of modern companies in the building materials industry (hereinafter referred to as PSM).

In accordance with this goal, the following tasks were set in the study:

1. Define the concept of analyzing the strengths and weaknesses of an enterprise in systematic strategic management.

2. Consider the organizational and economic characteristics of the enterprise.

3. Show the main competitors of the enterprise.

4. Reflect the meaning and objectives of the enterprise marketing system.

5. Analyze the financial condition of the enterprise.

6. Conduct an analysis of the strengths and weaknesses of the enterprise.

The object of research in this work is ZAO Belgorod Cement.

The subject of the study is the strengths and weaknesses of the enterprise.

The theoretical and methodological basis of the research are: works, textbooks and monographs of domestic and foreign authors in the field of management theory, marketing, economics, periodical materials, guidelines, resources global network Internet.

The information base for this study is presented by the following sources:

1) Accounting and financial statements of Belgorod Cement CJSC for the last 3 years;

2) Statistical information planning and economic department of the enterprise for the last 3 years;

3) Materials of marketing research of the building materials market.

Analysis of the strengths and weaknesses of an enterprise serves to assess whether the enterprise has the internal strength to take advantage of opportunities and internal weaknesses that may complicate future problems associated with external threats. The method used to diagnose internal problems is called management survey. It is based on a comprehensive study of various functional areas of the organization and, depending on the task at hand, can be methodologically simple or more complex.

For purposes strategic planning The survey recommends including 5 functional areas: marketing, finance (accounting), production, personnel, organizational culture and image of the organization.

1. Marketing zone.

When analyzing the marketing function, 7 elements of use are identified:

a) market share and competitiveness. Market share as a percentage of its total capacity is one of the most important indicators, characterizing the success of the enterprise, because there is a relationship between the market share of an enterprise and its profitability; at the same time, this is an essential goal of most companies, and management constantly monitors it. It is not necessary to control the market completely or occupy a dominant position there.

b) variety and quality of assortment. Largely determines
enterprise sustainability; but different approaches are possible here: one company
produces a limited range and sees its main success in
ensuring product quality, masters 1-2 products per year; another company develops tens and hundreds of new products every year. When installed
short-term and long-term goals, it is imperative that the top management of the enterprise constantly monitors and evaluates the product range.

c) market demographics.

Studying changes in the market and in the structure of clients is a difficult task for the management of an enterprise; it is further complicated by the stratification of society, changes in the level of income of the bulk of the population, and changes in social values.

d) market research and development.

To maintain competitiveness, an organization needs to conduct extensive research and development of new products and services, as well as new markets, which makes it possible to quickly respond to changes in demand and timely develop new markets.

e) pre-sales and after-sales customer service.

The customer service function is the weakest point in business today. Efficient and good after-sales service contributes to more sales, formation and maintenance of customer loyalty to the company, allows you to set higher prices.

An enterprise can count on success in the market only if it has active and competent salespeople, aggressive, creative advertising and promotion of goods and services.

g) profit.

A general indicator of the performance of commercial organizations; constant control over profits various directions activities, products and services is an important function of the marketing manager.

A non-profit organization places a high priority on the efficiency of its operations, and for it the effective delivery of a product or service is the main element of marketing.

2. Finance (accounting)

The financial condition of the enterprise largely determines what strategy management will choose for the future. A detailed analysis of the financial condition helps to identify existing and potential weaknesses of the enterprise. As a rule, the analysis is carried out using financial audit methods - this is labor-intensive work, requires a lot of time and involves a large number of employees. We must strive to ensure that the financial audit does not interfere with the normal functioning of the enterprise during the period of its implementation.

3. Production.

Constant analysis of production management is of great importance for the timely adaptation of the internal structure of the enterprise to changes in the external environment and survival in a competitive environment.

During the analysis, it is necessary to obtain an answer to the questions: Can the company produce goods and services at lower costs than its competitors? Is there access to new materials? Does the company depend on a single supplier or is there a choice? What is the equipment like, is it new and is it well maintained? Is the procurement system designed to reduce inventories and speed up product sales? Are there mechanisms to control incoming materials, their movement in production and output products? Can the business serve markets that its competitors cannot serve? Does the company have an effective product quality control system? How well has the company planned its production process, and can it be improved?

4. Personnel (human resources).

The solution to many problems of improving an enterprise depends on ensuring production and management by qualified specialists.

When analyzing the functions of human resources, it is recommended to answer the questions: How to characterize the type of employees currently working in the organization, and what will be required of them in the future? What is the competence and training of the company's top management? Is there a succession plan for leadership positions? Is there an effective and competitive remuneration system? Is leadership training and development being used effectively? Are there any cases of leading specialists leaving the enterprise and why? Does the enterprise have a system for assessing working personnel, and when was such an assessment carried out last time?

Analyzing each of the issues separately and as a whole, assessing the quality of human resources will allow us to identify potential weaknesses in a given functional area and take adequate measures.

5. Organizational culture and image of the enterprise.

The organizational social environment consists of people: managers, subordinates, informal leaders, colleagues. Organizational culture is made up of the behavior of people in the organizational environment.

Under organizational culture understand whole system patterns of behavior, customs, morals, and expectations developed in the organization and characteristic of its members. Culture is the result of social influences, transmitted and maintained mainly through learning; within the enterprise is manifested through behavior. Many behavior patterns are learned directly through strategies, plans, and procedures.

The image of an enterprise is determined by the impression that is created with the help of employees, clients and communication in general. The culture and image of a business is strengthened or weakened by reputation: whether the business is consistent in its activities and goals, how it compares to other businesses in the industry, and whether it attracts good people.

By identifying strengths and weaknesses and weighing factors in order of importance, management can identify functional areas that require immediate intervention or can wait, as well as those that can be relied upon when developing and implementing enterprise strategy.

Full and abbreviated name of the enterprise. Closed Joint Stock Company "Belgorod Cement", CJSC "Belcement".

Date of registration of the enterprise. "Belgorod cement" is legal entity and registered as a closed joint-stock company "Belgorod Cement" by the State Registration Chamber on April 25, 1996 (certificate No. R-540.16.1).

Postal and legal address of the enterprise: 308015, Russian Federation, Belgorod, st. Frunze, pl. Tsemzavod.

Main activities. Production of cement, clinker, chalk, potassium-lime fertilizers, construction work, intermediary activities, sales of own products and services in the Russian Federation and abroad, services for processing customer-supplied raw materials.

Organizational and legal form of the enterprise. Closed Joint Stock Company. The legal status of a joint stock company, the rights and obligations of shareholders are determined in accordance with the Civil Code of the Russian Federation and the law on joint stock companies ( the federal law dated July 8, 1999 No. 138-FZ).

Type of ownership. Private.

Included in the state register of the Russian Federation of monopolistic enterprises: Federal.

Organizational structure enterprise management (see Appendix 1).

The main governing body of Belgorod Cement CJSC is the general meeting of shareholders. Between general meetings, management is carried out by a board of directors consisting of the chairman of the board of directors, the general director and five directors.

By the decision of the annual general meeting of shareholders of Belgorod Cement CJSC dated June 17, 2004, the following composition of the board of directors was elected: E. N. Baturina - Chairman of the Board of Directors, V. N. Baturin, O. L. Burlakov, V. A. Guz, Soloshchansky O.M., Fominov V.A., Edel K.E.

On November 19, 2004, the Board of Directors decided to elect Vasily Ivanovich Fominov as General Director of Belgorod Cement CJSC from November 21, 2004.

The most important factor in the development of Belgorod Cement CJSC as an enterprise using a strategy of forward integration is a rational organizational structure, that is, the type of management device within the enterprise. The organizational structure has now been chosen to ensure the implementation of its strategy. As strategies change over time, management makes corresponding changes in the organizational structure.

The enterprise uses a linear-functional management structure. It represents the principle of constructing the management process according to the functional subsystems of the organization (marketing, production, research and development, finance, personnel, etc.). For each of them, a hierarchy of services has been formed that permeates the entire organization from top to bottom.

In vertically integrated companies, there is a close technological relationship between the main blocks of the structure (single-industry businesses). There is a need to form corporate headquarters groups that monitor, coordinate and plan the activities of the areas, as well as evaluate the plans proposed by management in various areas of strategic and operational activities (marketing, production, etc.).

For example, the organization of foreign economic work at an enterprise consists of two parts. The production and technical department, headed by L.I. Ponomarev, is engaged in foreign economic activity on imports; the marketing and foreign trade department, headed by O.F. Derin, is engaged in exports. They are engaged in marketing research, analysis of sales markets, analysis of prices, guarantees, and financial reliability of companies wishing to cooperate with the enterprise. Therefore, the main mechanism for coordinating activities should be planning their interaction, carried out at the corporate management level and the management system in high degree centralized

Given that the interests of each department depend on the performance of others, their management must be able to influence decision-making processes related to the transfer of resources within a vertically integrated system.

Integration. CJSC Belgorod Cement is part of the holding company OJSC EUROCEMENT group, which is the largest domestic holding company specializing in the production and sale of cement, with a capacity of up to 33 million tons per year. The holding includes 14 more cement plants:

CJSC Belgorod Cement has two subsidiaries:

1. LLC "Record - Center". Types of activity: wholesale and retail trade, warranty and post-warranty repair of equipment.

2. Rodnichok LLC. Types of activity: trade in food products and public catering.

Economic characteristics.

"Belgorod cement" is one of largest enterprises domestic cement industry. Its capacity is 2.6 million tons. In 2004, 1.7 million tons of cement were produced here, or 13% more than in 2003. In just 55 years of operation, the enterprise shipped more than 100 million tons of products .

For 9 months of 2005, production increased by 15.4%. In total, 1.45 million tons of cement were produced during this period.

The company produces products:

1. Portland cement (GOST 10178-85): PC 600 DO; PC 550 DO; PC 500 DO;

PC 500 DO-N; PC 400 D20; ShPTs 400 DO.

2. Portland cement for the production of asbestos-cement products (TU 21-26-18-91): (PTsA), CEM I 42.5 N and CEM II/A-S 32.5 N.

3. Portland cement clinker.

All brands of cement produced at the plant are certified in the system voluntary certification GOST R. Two brands are certified by the testing laboratory of the Quality Control Organization of the Union of German Cement Works (Dusseldorf, Germany) according to EN-197-1:2000 for compliance with CEM I 42.5 N and CEM II/A-S 32.5 N. In addition, these cement brands are certified in Ukraine, Hungary, Poland, Slovakia, Estonia.

The plant's products have been repeatedly noted by various international organizations, and two types of cement PC 500-DO and PC 400-D 20 were awarded the Diploma “100” in 2004 best products Russia."

Basic economic and financial indicators activities of the enterprise are shown in table. 1. and table. 2

Table 1

Product shipment (tons)

The share of export products in shipments in 2004 was 17%.

table 2

Dynamics of the most important economic and financial indicators of the enterprise’s activities (thousand rubles)

The authorized capital of the enterprise is 168,920 rubles. Ordinary registered shares with a par value of 5 rubles in the amount of 39,425 rubles and preferred registered shares with a par value of 5 rubles in the amount of 3,359 rubles were placed.

When setting prices, the company uses the average cost plus profit pricing method. It seeks to set a price for cement such that it fully covers all costs of its production, distribution and sales, including a fair rate of return for the effort and risk (Table 3).

Table 3

Selling prices and cost of cement (domestic market) (in Russian rubles and US dollars per ton)

As can be seen from this table, selling prices for the products of Belgorod Cement CJSC are significantly lower than the national average.

The average number of employees at the enterprise for 2004 was 1,337 people. The wage fund for payroll employees is 267,615.1 thousand rubles, of which the average monthly social payments per employee amounted to 162 rubles. The average monthly income per employee in 2004 was 20,447 rubles.

The main competitors of Belgorod Cement CJSC in the country's cement market are presented in Table. 4.

Table 4

Shares and capacity of enterprises in the Russian cement market

For a visual representation, let’s build a diagram based on the table data.

Figure 2. Shares of enterprises in the Russian cement market

One of the main competitors in the market of the European part of Russia and the main competitor in the market of Belgorod and the region is the OJSC Oskolcement enterprise. The advantage of the Oskol plant is that it is newer, and therefore more modern, which means that the equipment has less wear and tear and the production technology is more modern (dry method). The plant has a Finnish packaging line installed, which eliminates losses during taring. The quality of cement produced in Stary Oskol is not higher than in Belgorod, but is inferior in price. The Stary Oskol plant is 1.5 times more powerful than the Belgorod plant.

Thus, Belgorod Cement CJSC is a fairly strong competitor of Oskolcement OJSC and Lipetskcement OJSC, this is largely due to the export of cement, which, however, does not refute strong position enterprises.

The intensification of competition in the cement industry market objectively increases the demand for marketing as the main market research tool.

Marketing activities at an enterprise are a set of activities aimed at studying issues such as:

Consumer research;

Research into the motives of his behavior in the market;

Analysis of the enterprise market itself;

Product research;

Analysis of sales forms and channels;

Analysis of the volume of turnover of the enterprise;

Studying competitors, determining the forms and level of competition;

Definition of the most effective ways promotion of goods on the market.

ZAO Belgorodsky Cement has a marketing department that studies the market, its problems and prospects; carries out sales promotion activities (all kinds of advertising, exhibitions).

Marketers ensure that the product meets Russian and European standards, is competitive and meets consumer needs. Studying supply and demand in the cement market, marketing department specialists conduct research in order to study the capacity and nature of the market, price levels and price elasticity supply and demand, the degree and conditions of market competition and makes appropriate decisions.

However, the marketing department at the enterprise is not involved in developing assortment and product policies. For this purpose, Belgorod Cement CJSC has a sales department. The sales department has a sales manager who deals with the functioning of demand for goods and develops a set of measures to stimulate sales. This department also has an assortment manager who studies the factors influencing the formation of the enterprise’s assortment and implements assortment policy carried out by the enterprise.

Since the Belgorod Cement CJSC enterprise uses a limited growth strategy, with this strategy development goals are set “from what has been achieved” and are adjusted to changing conditions.

The main distribution channels for the plant's products are: enterprises retail; wholesale enterprises; directly from the sales department of the enterprise.

Profitable geographical location enterprises (42 km from the Russian-Ukrainian border) allow successful export-import operations. The shortest route to the ports of the Azov and Black Seas, to Europe in transit through Ukraine makes it possible to export products with the lowest delivery costs to partners. Well-established production relations with forwarding companies and ports enable the plant to deliver products at the request of partners around the world.

The largest consumers of cement from Belgorod Cement JSC are Belgorod enterprises that produce construction materials based on it. More than 16% of cement is supplied to JSC BelACI every year. Cement is also sold to the Moscow region, Smolensk, Kursk and other regions (Table 5).

Table 5

The largest consumers of cement are ZAO Belgorod Cement

Enterprises	Consumption	share, %
JSC "BelACI", Belgorod, st. Michurina	300000	16,5
OJSC Belgorod ZhBK-1 plant, st. Communal 5	20000	1,1
JSC "Belgorodstroydetal", st. Michurina	15000	0,8
Mostotryad - 18, Moscow st. Earthworks	10000	0,55
Mostotryad - 90, Moscow region, Dmitrov	8000	0,45
Dmitrovsky reinforced concrete building complex, Moscow region, Dmitrov	9000	0,5
CJSC "Smolensk Concrete Concrete Plant-2", Smolensk	19000	1,04
OJSC "Kursk KPD Plant", Kursk	8000	0,45
Shop of JSC "Belgorod Cement"	36000	2
Others	1399 800	76,6
Total	1824 800	100

Thus, the main consumers of cement are enterprises producing prefabricated reinforced concrete structures and products, ready-mixed concrete, mortar, asbestos-cement products, as well as house-building plants, construction organizations engaged in both housing, civil and industrial construction. In addition, there is quite promising group cement consumers - the population using cement for individual, garden and civil construction.

The main forms of sales promotion at an enterprise are means mass media(newspapers, local television), visual propaganda (billboards) and participation in international exhibitions.

The company has its own website on the Internet (www. eurocem.ru), which contains a lot of advertising information (information about the company, partners, industry reviews, etc.) (see Appendix 2).

The plant participates in exhibitions of building materials taking place both in Russia and abroad (Ukraine, Bulgaria, Yugoslavia, etc.).

Loans and credits at the beginning of 2004 amounted to 163,000 thousand rubles, at the end of the reporting period 287,170 thousand rubles. A credit history for credits and loans received from other organizations is attached (Table 6).

Table 6

Expenses for ordinary activities

Investment activity of the enterprise - investments in fixed assets amounted to:

As of 01/01/2004 70,300 thousand rubles. As of December 1, 2004 103,063 thousand rubles.

Expenses for research, development and technological work amounted to:

As of 01/01/2004 150 thousand rubles. As of December 1, 2004 123 thousand rubles

Development costs natural resources amounted to:

As of January 1, 2004, 801 thousand rubles. As of December 1, 2004 768 thousand rubles.

Accounting and depreciation of fixed assets are presented in table. 7

Table 7

Fixed assets (thousand rubles)

Name		Received
For the beginning of the year	At the end of the year

Facilities
Machinery and equipped.
Vehicles
Prod. and household inv-r
Perennial plantings.
Land
Depreciation of fixed assets
Name			For the beginning of the year	At the end of the year
Buildings and constructions
Machinery, equipment, transport means

OS objects transferred
For conservation

The organization applies the straight-line method of writing off R&D expenses; the accepted useful life for developments is set to 3 years.

Due to the efficient use of production capacity, the performance of all production activities enterprises. In 2004, its capacity was used for clinker by 86.8%, for cement by -64.4%, which influenced the results of work for the past period.

The value of property for the past period is presented in table. 8

Table 8

Property value at the end of 2004

The cost of property and sources of its acquisition over the past period has increased. In general, property increased by 130,583 thousand rubles. The increase in the enterprise's property was mainly due to the acquisition of equipment and indicates the preservation of property potential.[8]

Indicators

The degree of importance of the indicator (in points from 1 to 3)

Competitiveness Score

Indicators

Strengths:
availability of original design developments
economical operation
small dimensions and good maneuverability

Weak sides:
narrow range of products, low share of products
inflexible pricing policy
undeveloped sales network

To assess the strengths and weaknesses of the enterprise, we will use Table 9.

Table 9

Strengths and weaknesses of the enterprise

Environment aspect

Strengths

Weak sides

1. Production.

1. High competitiveness of products.

2. The ability to produce products at the level of world quality standards.

3. Relatively high quality of products, constant improvement.

4. We have our own raw material base.

1. High energy intensity of production.

2. High prices.

3. Negative impact of production on the ecology of the region.

4. Products are produced using the outdated “wet” method.

2. Personnel.

1. Training and advanced training of production and scientific personnel.

2. Experienced workers.

3. Workers with higher technical education.

1. Lack of incentives to improve productivity.

2. Staff turnover.

3. Not very high level labor motivation.

3. Marketing.

1. Efficient system sales of finished products.

2. Collection of information about sales markets.

3. Wide opportunities for marketing your products

1. Insufficient marketing research.

2. Insufficiently qualified marketing policy.

4. Organization.

1. Well-established partnership with suppliers.

2. Effective interaction between various structural divisions.

3. Clear division of labor, professional specialization.

1. Dependency on suppliers.

2. Lack of departments involved in innovation activities.

5. Finance.

1. The enterprise remains financially independent.

2. Quite fast turnover of funds.

3. Sufficient amount of own working capital.

1. Large volume of accounts receivable.

2. Lack of long-term sources of financing.

From this analysis it is clear that the weaknesses of the enterprise are the high energy intensity of production, sufficient high prices on manufactured products, the negative impact of production on the ecology of the region, etc. But all this can be avoided by using the capabilities available to the enterprise.

The main directions of development of the plant are:

· satisfaction of requirements construction complex in the range and construction and technical properties of cement;

· technical re-equipment and reconstruction of the plant in order to update fixed assets, introduce highly efficient energy-saving technologies and increase the share of the dry method of cement production to 40-50%;

· organizing the production of new types of cement taking into account the modern requirements of the Russian construction complex;

· strengthening export potential;

· improvement of production technologies and equipment for cement production;

· reducing harmful emissions into the atmosphere and improving working conditions;

· development and implementation of a new standard for cement, harmonized in part technical requirements to cements for general construction purposes with the European standard EN 197-1 and other industry standards;

· widespread introduction of an automated system for accounting for fuel and electricity consumption throughout the entire technological cycle of cement enterprises;

· training and advanced training of production and scientific personnel.

To better satisfy the market with high-quality cement, in 2004 the construction of a new cement grinding shop with three cement mills with a capacity of 1 million tons was completed, which will bring the total cement grinding capacity to 3.6 million tons of cement per year.

SWOT analysis- this is the determination of the strengths and weaknesses of the enterprise, as well as the opportunities and threats emanating from its immediate environment (external environment). Any organization is located and operates in an environment. Every action of all organizations without exception is possible only if the environment allows its implementation.

The external environment is the source that supplies the organization with the resources necessary to maintain its internal potential at the proper level. The organization is in a state of constant exchange with the external environment, thereby providing itself with the opportunity to survive.

The internal environment of an organization is the source of its lifeblood. It contains the potential that allows an organization to function, and, consequently, to exist and survive in a certain period of time. But the internal environment can also be a source of problems and even the death of an organization if it does not ensure the necessary functioning of the organization.

The study of the internal environment is aimed at understanding what strengths and weaknesses an organization has. Strengths serve as the basis on which an organization relies in its competitive struggle and which it should strive to expand and strengthen. Weaknesses are the subject of close attention by management, who must do everything possible to get rid of them.

To get a comprehensive picture of the internal environment of an organization and its weaknesses, it is necessary to identify a number of factors influencing it and give them an analysis. The SWOT method is a widely recognized approach that allows for a joint study of the external and internal environment. The SWOT methodology involves first identifying strengths and weaknesses, as well as threats and opportunities, and then establishing chains of connections between them, which will later be used to formulate the organization's strategy.

In general, conducting a SWOT analysis comes down to filling out the matrix shown in Fig. 1, so-called " matrices SWOT analysis" The strengths and weaknesses of the enterprise, as well as market opportunities and threats, must be entered into the appropriate cells of the matrix.

Figure 1 - SWOT analysis matrix

Strong sides business - something that it excels at or some feature that provides you with additional opportunities. Strength may lie in your experience, access to unique resources, advanced technology and modern equipment, highly qualified personnel, high quality of your products, recognition of your brand, etc.

Weak sides enterprise is the absence of something important for the functioning of the enterprise or something that you are not yet successful in comparison with other companies and puts you at a disadvantage. Examples of weaknesses include a too narrow range of products, a poor reputation of the company in the market, lack of financing, low level of service, etc.

Market possibilities are favorable circumstances that a company can use to gain an advantage. Examples of market opportunities include the deterioration of the positions of your competitors, a sharp increase in demand, the emergence of new technologies for the production of your products, an increase in the level of income of the population, etc. It should be noted that opportunities in terms of SWOT analysis are not all opportunities that exist in the market, but only those that your business can exploit.

Market threats- events the occurrence of which may have an adverse impact on the enterprise. Examples of market threats: new competitors entering the market, rising taxes, changing consumer tastes, declining birth rates, etc.

One and the same factor for different enterprises can be both a threat and an opportunity. For example, for a store selling expensive products, an increase in household income may be an opportunity, as it will lead to an increase in the number of customers. At the same time, for a discount store, the same factor can become a threat, since its customers, with rising salaries, may move to competitors offering a higher level of service. So,

Step 1. Definition strong And weak sides The first step of a SWOT analysis is to assess your own strengths. The first stage will allow you to determine what the strengths and weaknesses of the enterprise are. In order to determine the strengths and weaknesses of the enterprise, you need to:

- Make a list of parameters by which you will evaluate the enterprise;
- For each parameter, determine what is the strength of the enterprise and what is the weakness;
- From the entire list, select the most important strengths and weaknesses of the enterprise and enter them into the SWOT analysis matrix (Fig. 1).

The main components of the SWOT matrix can be determined using the expert method.

Let's illustrate this methodology example. To evaluate the enterprise, we will use the following list of parameters:

- Organization(here the level of qualifications of employees, their interest in the development of the enterprise, the presence of interaction between departments of the enterprise, etc. can be assessed)
- Production(production capacity, quality and degree of wear and tear of equipment, quality of manufactured goods, availability of patents and licenses (if necessary), cost of your products, reliability of supply channels for raw materials and supplies, etc. can be assessed)
- Finance(production costs, availability of capital, capital turnover rate, financial stability of the enterprise, business profitability, etc. can be assessed)
- Innovation(here the frequency of introduction of new products and services at the enterprise, the degree of their novelty (insignificant or dramatic changes), payback period for funds invested in the development of new products, etc.)
- Marketing(here you can evaluate the quality of goods/services (how your consumers evaluate this quality), brand awareness, completeness of assortment, price level, advertising effectiveness, enterprise reputation, effectiveness of the sales model used, range of additional services offered, qualifications of service personnel).

Next, Table 1 is filled out: the assessment parameter is written in the first column, and the strengths and weaknesses of the enterprise that exist in this area are written in the second and third columns. For example, Table 1 shows several strengths and weaknesses for the “Organization” and “Production” parameters.

Table 1 - Determining the strengths and weaknesses of your enterprise

After this, from the entire list of strengths and weaknesses of the enterprise, it is necessary to select the most important ones (the strongest and weakest sides) and write them down in the appropriate cells of the SWOT analysis matrix (Fig. 1).

It is optimal if you can limit yourself to 5-10 strengths and the same number of weaknesses, so as not to experience difficulties in further analysis.

Step 2. Definition market opportunities And threats. This stage will allow you to assess the situation outside the enterprise and understand what opportunities the enterprise has, as well as what threats should be feared (and, accordingly, prepare for them in advance).

The method for determining market opportunities and threats is almost identical to the method for determining the strengths and weaknesses of an enterprise:

1. Make a list of parameters by which you will evaluate the market situation;
2. For each parameter, determine what is an opportunity and what is a threat to the enterprise;
3. From the entire list, select the most important opportunities and threats and enter them into the SWOT analysis matrix.

Example. The following list of parameters can be taken as a basis for assessing market opportunities and threats:

1. Demand factors (here it is advisable to take into account the market capacity, the rate of its growth or contraction, the structure of demand for the enterprise’s products, etc.)
2. Factors competition(one should take into account the number of 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.)
3. Sales factors (it is necessary to pay attention to the number of intermediaries, the presence of distribution networks, conditions of supply of materials and components, etc.)
4. Economic forces(the exchange rate of the ruble (dollar, euro), inflation rate, changes in the level of income of the population, state tax policy, etc. are taken into account)
5. Political And legal factors(the level of political stability in the country, the level of legal literacy of the population, the level of law-abidingness, the level of government corruption, etc. are assessed)
6. Scientific and technical factors(usually the level of development of science, the degree of introduction of innovations (new goods, technologies) into industrial production, the level of state support development of science, etc.)
7. Socio-demographic factors(one should take into account the size and age-sex structure of the population of the region in which the enterprise operates, the birth and death rates, the level of employment, etc.)
8. Socio-cultural factors (usually the traditions and value system of society, the existing culture of consumption of goods and services, existing stereotypes of people’s behavior, etc. are taken into account)
9. Natural And environmental factors(taking into account climate zone, in which the enterprise operates, the state of the environment, public attitude towards environmental protection, etc.)
10. And finally, international factors(among them, the level of stability in the world, the presence of local conflicts and so on.)

Table 2 - Determination of market opportunities and threats

Then you need to select the most important ones from the entire list of opportunities and threats. To do this, each opportunity (or threat) must be assessed on two parameters by asking two questions: “How likely is it that this will happen?” and “How much will this affect my business?” Select those events that are likely to happen and will have a significant impact on the business. These 5-10 opportunities and approximately the same number of threats are entered into the corresponding cells of the SWOT analysis matrix (Fig. 2).

So, the SWOT analysis matrix is filled out, and we see in front of us full list the main strengths and weaknesses of the enterprise, as well as the prospects opening up for the business and the dangers that threaten it.

Step 3. Comparison strong And weak parties With market opportunities And threats will answer the following questions regarding the further development of your business:

1. How can I take advantage of emerging opportunities by leveraging the company's strengths?
2. What weaknesses of the enterprise can prevent me from doing this?
3. What strengths can be used to neutralize existing threats?
4. What threats, compounded by enterprise weaknesses, should I be most concerned about?

To compare the capabilities of an enterprise with market conditions, a slightly modified SWOT analysis matrix is used (Table 3).

Table 3 - SWOT analysis matrix

POSSIBILITIES

1. Emergence of a new retail network
2. etc.

1. Emergence of a major competitor
2. etc.

STRENGTHS

1. High quality products
3. etc.

1. How to take advantage of opportunities

Try to become one of the suppliers new network, focusing on the quality of our products

2. How you can reduce threats

To keep our customers from switching to a competitor by informing them about the high quality of our products

WEAK SIDES

1. High production cost
3. etc.

3. What can prevent you from taking advantage of opportunities?

The new network may refuse to purchase our products, since our wholesale prices are higher than those of competitors

4. The most great dangers for the company

An emerging competitor can offer the market products similar to ours at lower prices

By filling out this matrix, we find that:

1. determined basic directions development enterprises(cell 1, showing how you can take advantage of emerging opportunities);
2. formulated basic Problems enterprises that need to be resolved as quickly as possible for successful business development (the remaining cells of Table 3).

Next stage there will be a determination of the optimal strategy through which the enterprise can actually improve results at minimal cost.

So way, SWOT analysis- this is the identification of the strengths and weaknesses of the enterprise, as well as the opportunities and threats emanating from its immediate environment (external environment), the comparison of which allows us to determine what steps can be taken for the development of the enterprise, and what problems urgently need to be solved.

After conducting a SWOT analysis, you can more clearly understand the advantages and disadvantages of the enterprise, as well as the market situation. This will allow you to choose the optimal path for business development, avoid dangers and make the most efficient use of available resources, while simultaneously taking advantage of the opportunities provided by the market.

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