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

The most general approach to the strategic analysis of the internal environment as a resource of the organization is the SWOT approach, but only in the SW part, i.e. from the standpoint of the strong Strength) and weak ( Weakness) parties to the organization. The goals of the traditional SW-approach are obvious: to preserve the strengths as a good resource of the organization and, perhaps, to strengthen it additionally; and weaknesses, i.e. bad internal resource, eliminate.

Therefore, the primary elements of its strength identified as a result of a strategic analysis of the internal environment should be used as the primary “bricks” for building a unique competitive advantage of this particular organization. And, conversely, identified weaknesses, i.e. eliminate the primary basis of competitive disadvantage.

Procedurally, the SW approach is recommended to be supplemented with the SNW approach, where N means a neutral position ( Neutral). At the same time, it is recommended to fix the average market condition for this particular situation as a neutral position. As a result, we obtain: firstly, with the SNW approach, all the advantages of the SW approach remain in force; secondly, SNW analysis clearly fixes the situational average market state, i.e. a kind of zero point of competition. Therefore, in order to win the competition, it may be sufficient to have a state when this particular organization, relative to all its competitors, is in state N (neutral) in all (except one) key positions or factors, and only in one factor - in state S (strong).

The results of the strategic SNW analysis of the internal environment are recorded in Table 4.

Thus, the strategic analysis of the internal environment of the organization should be complete and systematic, both in terms of covering all the structural and process elements of the organization, and in terms of the analytical tool used. At the same time, each link and the entire value chain of the organization should be subjected to deep analysis.

Analysis of company resources

Resource analysis includes

1) analysis of the availability of resources

Necessary analyze the resources available.

1) Production capacity. They are the basis for the production of competitive products. The choice of production facilities is based on experience (as well as a study of demand), production structure, flexibility. Let us give an example of the relationship between these components. For example, Rolls-Royce cars are hand-assembled, characterized by a high cost, but at the same time they are sold on the market, that is, production costs are paid off. This is due to a clear identification of the relationship between experience, structure and flexibility.

2) Marketing technologies - include:

Segment selection - marketing plan - positioning. The following options are available drawing5):

3) Materials, components (cost, transportation, logistics). The next element is quality. Quality affects the market position and the cost of products. (picture 6)

4) Innovation and research are characterized by the following parameters:

Risky and profitable areas of activity,

Requires investment (demand),

Requires unmistakable marketing activities and research,

The need to take into account the time lag.

Based on the role of innovation in the enterprise, three strategies are possible:

1 - product innovation strategy (new product release) - the most time-consuming.

2-product development strategy (modification)

3 – process innovation strategy (cost reduction, process quality improvement, etc.)

The characteristics of the strategies are presented in Table 5:

5)Human resources require combination

Maximizing productivity and communication skills

Compliance of the personnel management policy with the goals and objectives of the company.

These problems are solved by creating quality circles, the process of team management, etc.

6) Information resources.

7) Financial resources.

8) Infrastructure.

2) analysis of the efficiency and effectiveness of the use of resources

The analysis allows you to find out if the company needs an extensive or intensive development path.

The most common performance indicators used are:

Profitability: a summary performance indicator suitable for commercial organizations. It should be used in close conjunction with other financial measures such as inventory turnover and receivables maturity. It provides an understanding of the effectiveness of specific types of resources.

Working capital: the analysis of this aspect can show how financial resources are used in a strategic sense. A particularly important area here is the problem of maintaining a low level of working capital as opposed to wasting too much working capital.

Labor productivity: The indicator is associated with how effectively the labor resources of the organization are used. Specific indicators may be productivity per worker, absenteeism and lateness rates, the relative sizes of different departments, and the ratio between core and non-core workers.

Material consumption: the indicator can be used in cases where raw materials or energy are the main components of the cost.

Performance indicators are used when it is necessary to make sure that the resources of the organization are used for their intended purpose. The most common performance indicators are:

Capital use: Specific areas of analysis in this case include questions about the change in the company's capital structure, allowable profitability, and the degree of difficulty or ease of obtaining funds for the planned investment.

Use of labor resources Areas explored include the flexibility of the workforce, the nature of the wage system, the size of the work teams, the types of control systems in place, the level of leadership at critical moments, the levels of internal rivalry and cooperation.

Use of financial systems Areas of study include suitability of the costing system to the needs of the company, the degree to which it fits the requirements of the strategy, the way the budget is prepared, the application of investment evaluation methods.

Use of Marketing/Distribution Resources Specific metrics may include advertising spend as a percentage of turnover, sales per salesperson, distribution costs as a percentage of turnover, advertising effectiveness, and so on.

The basis of the analysis is to identify the compliance of the available resources with the goals set for the company.

Strategic planning at all its stages involves an analysis of the company's environment. The process of studying the environment involves the study of its three components: the external environment, the immediate environment, the internal environment of the company.

Environmental analysis is the process by which strategic planners control factors external to the organization to identify opportunities and threats for the firm. The analysis of the external environment includes the study of the impact of the economy, legal regulation and management, political processes, the natural environment and resources, the social and cultural components of society, the scientific, technical and technological development of society, infrastructure, etc.

Such an analysis includes studying the impact of the economy, legal regulation and management, political processes, the natural environment and resources, the social and cultural components of society, the scientific, technical and technological development of society, infrastructure, etc. It helps to get important results. It gives the organization time to anticipate opportunities, time to plan for contingencies, time to develop an early warning system for possible threats, and time to develop strategies that can turn past threats into any profitable opportunity.

To study the external environment of a company, seven areas are usually distinguished: economics, politics, market, technology, legal regulation, international position and social behavior.

Analysis of the external environment helps to obtain important results. It gives the organization time to anticipate opportunities, time to plan for contingencies, time to develop an early warning system for possible threats, and time to develop strategies that can turn past threats into any profitable opportunity.

Threats and opportunities faced by an organization can generally be divided into seven areas. These areas are economics, politics, market, technology, legal regulation, international position and social behavior.

Economic forces. The current and projected state of the economy can have a dramatic impact on an organization's goals. Some factors in the economic environment must be constantly diagnosed and evaluated.

An analysis of the economic component of the macroenvironment makes it possible to understand how resources are formed and distributed. Obviously, this is vital to the organization, since access to resources very much determines the login state of the organization.

The study of the economy involves the analysis of a number of indicators: the value of GNP, inflation rates, unemployment, interest rates, labor productivity, taxation rates, balance of payments, savings rates, etc. When studying the economic component, it is important to pay attention to such factors as the general level of economic development, extracted natural resources, climate, type and level of development of competitive relations, population structure, the level of education of the labor force and wages.

For strategic management, when studying the listed indicators and factors, it is not the values ​​of the indicators as such that are of interest, but, first of all, what opportunities for doing business this gives.

Also in the sphere of interest of strategic management is the disclosure of potential threats to the company, which are contained in the individual components of the economic component. It often happens that opportunities and threats go hand in hand.”

The analysis of the economic component should by no means be reduced to the analysis of its individual components. It should be aimed at a comprehensive assessment of its condition. First of all, this is fixing the level of risk, the degree of competition tension and the level of business attractiveness.

political factors. A clear understanding of the intention of the public authorities in relation to the development of society and the means by which the state intends to carry out its policies.

market factors. The changing market environment is an area of ​​ongoing concern for organizations. Market environment analysis includes numerous factors that can have a direct impact on the success and failure of an organization.

Technological factors. Timely see the opportunities that science opens up for the production of new products. international factors. Threats and opportunities may arise from the ease of access to raw materials, the activities of foreign cartels (such as OPEC), changes in the exchange rate and political decisions in countries that act as investment targets or markets.

legal factors. The study of laws and other regulations, the effectiveness of the legal system. social factors. People's attitudes towards work and quality of life, customs and beliefs, demographic structure, shared values, population growth, level of education, etc.

By analyzing the external environment, an organization can create a list of the dangers and opportunities it faces in that environment. The most common ways to monitor the state of the external environment are:

participation in professional conferences;

analysis of the experience of the organization;

studying the opinions of employees of the organization;

holding meetings and discussions within the organization.

The immediate environment is analyzed according to the following main components: buyers, suppliers, competitors, labor market. For buyers, their geographical location, demographic characteristics, socio-psychological characteristics, and the attitude of buyers to the product are analyzed. Buyer selling power is determined by awareness, volume of purchases, degree of seller-buyer dependency, availability of substitutable products, cost to the buyer of switching to another seller, and price sensitivity. When evaluating suppliers, it is recommended to study the cost of the supplied goods, quality assurance, time schedule of deliveries, punctuality and obligation of the supplier to fulfill the conditions. The competitive strength of a supplier depends on the following factors:

The level of specialization of the supplier;

The cost of attracting other customers;

the degree of specialization of the buyer in the acquisition of certain resources;

· concentration of the supplier on work with specific clients;

The importance for the supplier of sales volume.

During the analysis of competitors, first of all, their strengths and weaknesses are revealed. An analysis of the internal environment reveals the potential that a company can count on in the competition in the process of achieving its goals. The internal environment is analyzed in the following areas:

· Personnel of the company, their potential, qualifications, interests, etc.;

organization of management;

· production, including organizational, operational and technical and technological characteristics and research and development;

company finances;

marketing;

organizational culture.

Environmental analysis should be carried out continuously, as its result is the receipt of information on the basis of which estimates are made regarding the current position of the company.

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 of the general situation in the industry: market size (sales volume in the industry); market growth rate and industry life cycle stage; 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.

The most common method for studying the macro environment is the institutional analysis (PEST-analysis). Its essence lies in the study of environmental factors of indirect impact that affect the activities of the organization.

Let's analyze the macro-environment of Rona LLC, which consists of the company's macro-environment factors. Analysis of the impact of the external environment LLC "Ron" is given in table 4.

Table 4.- Analysis of the external environment LLC "Ron"

Thus, we can conclude that the activity of the enterprise is equally influenced by both political and economic factors, and technological, socio-cultural factors affect the activity of the enterprise slightly.

Let's carry out a quantitative analysis and evaluation of PEST factors (Table 5). The impact on the organization is estimated from 1 to 3 points. Direction of influence is positive (+1) or negative (-1). The degree of importance is determined by multiplying the influence and direction values.

Table 5.- Analysis and evaluation of PEST-factors LLC "Rona"

As can be seen from Table 5, technological factors have the most positive impact on Rona LLC, and economic factors have the most negative effect.

Generalized conclusions on the situational situation of the enterprise under study will be presented in the form of a SWOT analysis.

Table 6. - SWOT-analysis of the environment LLC "Rona"

Also, to analyze the internal environment of the enterprise, one can consider Porter's five forces model in relation to Rona LLC, as the subject of the impact of the corresponding risks and threats. This model is shown in Figure 2.

Figure 2.- Analysis of the competitive environment of the furniture industry based on the model of M. Porter

1. The first group consists of competitive forces manufacturers of similar products. That is, the first group includes intra-industry competition, which, in the traditional consideration of market systems, was synonymous with competition in general.

2. The second group is formed suppliers raw materials, materials, components and semi-finished products. The strength of the influence of representatives of this group on the competitive potential of the firm lies in their ability to retain the producer of the product as their client. First of all, this is manifested in the fact that this group has a significant impact on the quality and cost of the product.

3. The third group includes product buyers. Their competitive strength lies in the ability to demand the presence of certain consumer qualities in the product, as well as to influence the price of the product in the direction of its reduction.

4. The fourth group consists of potential manufacturers of similar products. Their competitive strength lies in the ability to switch consumers to their products, as well as the ability to divert potential consumers of the product.

5. And finally, the fifth group is substitute product manufacturers. Often there is such a situation when it is the competitive power of this group that turns out to be destructive and even crushing for the product.

Based on the considered five forces based on the M. Porter model for the furniture industry, the most significant are: the threat of new competitors, rivalry between existing competitors and the threat of substitute products.

The five forces of competition discussed above determine the profitability of an industry because they affect the prices firms can charge, the costs they must incur, and the amount of capital investment required to compete in the industry. Any firm in a given industry seeks to reduce the action of the forces considered in order to be able to raise the price level and achieve a level of profit above the average for the industry.

Changes in the industry and the level of competition arise due to the driving forces in the industry.

Table 7.- Analysis of driving forces