Any head of an enterprise should know the strengths and weaknesses of a SWOT analysis, because he should be ready for unexpected and not always pleasant surprises, respond quickly and clearly to them. For these purposes, the SWOT analysis technology is provided.

Knowing the strengths and weaknesses of the SWOT analysis, through the use in practice marketing research of this kind, the entrepreneur will always be able to find the best solution in any situation.

SWOT analysis, general concept

The concept of "SWOT" is borrowed from in English and in fact is an abbreviation of English words:

• S - Strengths (forces) - talking about the strengths and advantages of the enterprise;
• W - Weaknesses (weaknesses) - shortcomings, weaknesses;
• O - Opportunities (favorable opportunities) - refers to the possibilities from the outside, due to which, in the event of favorable conditions, there is a high probability of creating additional advantages in the company's activities;
• T - Threats (threats) - circumstances that have the ability to harm the organization.

By conducting a SWOT analysis of strengths and weaknesses enterprises, it is possible to clearly clarify whether the company (even) uses its internal strengths to the fullest, and also identifies positions that can become strong, those that need to be corrected, etc.

What is a SWOT analysis for?

A standard SWOT study aims to analyze the strengths and weaknesses of an enterprise, assess risk (including) and best opportunities. It is important not only to obtain information of interest, but also to compare the results of the study with the indicators of the most important competing firms.

The conducted SWOT analysis allows you to answer important questions, namely:

1. Whether the firm uses personal strengths to the fullest.
2. What are the distinguishing features in the implementation of its own strategy the company has.
3. Are there weaknesses and how should they be corrected?
4. What opportunities are most likely to lead to success.
5. What are the likely threats that the manager should deal with seriously. specifics of the actions taken in this case.

The most optimal time for a SWOT analysis is the period when the direction is being formulated, in accordance with which further business development is planned.

What are the rules to follow when conducting a SWOT analysis?

When performing a SWOT analysis of the strengths and weaknesses of an enterprise, it is important to adhere to known rules.

1. The research vector should be clearly specified. When analyzing the entire business as a whole, the results will be very generalized and completely useless. Therefore, it is recommended to conduct a SWOT analysis in specific areas.
2. All concepts of SWOT analysis should be clearly understood.
3. Evaluation from the position of the market. In carrying out the analysis, it is necessary to apply the strengths and weaknesses in the state in which they appear to competitors and consumers. After all, strengths will be such only if they are so visible from the market position.
4. Put objectivity first. The input information must be versatile. Research should not be done by just one person. The possibility of deep analysis is allowed only in the case when the assessment will be given by the group.
5. The wording must be clear. Do not allow lengthy and ambiguous phrases. The result depends on their accuracy.

How SWOT analysis works

The principle of operation of SWOT analysis is simple and comes down to a certain scheme.

The first is the designation of strengths and weaknesses by experts. These characteristics are internal.

Here there is a designation of strong and weak elements characteristic of the company. In many ways, it depends on the literacy of drawing up a long-term plan.

To draw up an expert opinion, it is enough to arrange a survey for the management of the enterprise.

The assessment of strengths and weaknesses should be carried out in at least three different areas:

Carrying out the analysis of internal factors, it is possible to apply such a model. Rate vectors:

• How does the company's marketing activities respond to external environments?
• degree of adequacy to the marketing channel of the sales system;
• whether the organization of production processes corresponds to the adequacy of the manufactured products of the market;
• how logistics processes are organized and whether they are adequate to the marketing channel;
• to what extent the financial position of the company corresponds to its tasks;
• whether the administrative system corresponds to the quality of business process administration.

The second is a description of opportunities and threats.

This includes external factors, situations that are formed outside the company, the business environment of the company.

Threats are usually the same. They are:

1. Analysis of the strong weaknesses of the enterprise, assessment of opportunities and threats depending on the degree of impact on the company.
2. A SWOT matrix is ​​compiled, where all information is summarized in the form of tables.
3. The impact of factors is analyzed.
4. After compiling a description and conducting a marketing analysis, a strategy is determined, which is based on the results of the descriptions proposed above, using strengths and compensating for shortcomings.

SWOT matrix

All information received is entered into a special table consisting of 4 fields. Such a table is called the SWOT Analysis Matrix.

How to analyze the effect of factors

In accordance with the information received, an analysis is made and a conclusion is made as to how the "strengths" of the enterprise are able to realize the company's capabilities in achieving certain planned goals.

The SWOT analysis matrix after filling in the required data will look something like this:

Strategy MatrixSWOT analysis

In conclusion, a matrix of SWOT strategies is drawn up. This, in fact, is what it was all about.

All the data obtained as a result of the SWOT analysis is used to develop certain areas of the strategy, according to which the subsequent work will be based.

As a rule, the organization carries out work in several directions at once, namely:

• implementation of strengths;
• correction of weaknesses;
• taking measures to compensate for threats.

Based on the results of the analysis of tabular data, a matrix of measures is compiled to correct the shortcomings in the company's activities. All information is recorded in one table, represented by four fields:

After analyzing all the information presented in the table, a list of possible actions is compiled, the so-called "marketing plan".

Strengths and weaknesses of SWOT analysis

SWOT analysis of the strengths and weaknesses of the enterprise has both positive aspects and disadvantages.

StrengthsSWOT analysis:

• makes it possible to judge the strengths and weaknesses of the organization, as well as to initiate the likelihood of threats and opportunities;
• it is easy to use and quite effective;
• draws the relationship between the potential and problems of the company, compares strengths and weaknesses.
• analysis does not require extensive data;
• selects options in which the institution will adequately exist;
• helps to establish a promising direction for the development of the company;
• allows you to evaluate the profitability indicator and compare it with similar data from competitive organizations;
• forms the conditions for assessing the available resources of the institution;
• analyzing the strengths and weaknesses of the project, the management receives a warning about what problems may arise;
• the management team has the opportunity to engage in the expansion and strengthening of competitive advantages;
• due to SWOT-analysis, there is a formation of a clearer picture of the position in the market;

SWOT analysis of the strengths and weaknesses of the enterprise helps to avoid troubles, dangers and choose the most favorable development path.

SWOT analysis and its weaknesses:

SWOT analysis is a simple tool aimed at providing information structuring. Such a procedure does not offer any specific answers, quantitative assessments or clear recommendations.

The role of such an analysis is to obtain an adequate assessment of the main factors and, with a certain percentage of probability, to predict the development of specific events. The analyst should make appropriate recommendations.

In addition, it only seems at first glance that the analysis procedure is simple. In fact, the objectivity of the result is determined by how complete and high-quality the information was provided.

To obtain data as close to reality as possible, it will be necessary to involve an expert who will assess the current state and determine the probable vector further development market.

If errors were made when filling in the matrix table, then it is not possible to identify them during the analysis. Therefore, in the event that any extra factor is added, or, conversely, there has been a loss of an important element, the conclusions may be erroneous.

An analysis of the strengths and weaknesses of the enterprise, performed according to the SWOT analysis, allows the entrepreneur to choose the most correct direction for the development of his business. That is why, the organization and conduct of such a procedure must be approached extremely responsibly.

SWOT analysis. Part 1 - Strengths and Weaknesses

Strengths and weaknesses of a SWOT analysis: Useful tips for conducting

In strategic planning, the most significant role belongs to analysis of the strengths and weaknesses of the enterprise(ACC). With the help of this procedure, it is possible to easily and quickly establish the positions of management in relation to their own production. Joint participation in ACC makes awareness stronger problem situation managers of the enterprise, which is extremely important for developing ways to solve future problems.

Methodology for conducting a survey in the analysis of strengths and weaknesses

Grade strengths and weaknesses requires the definition of criteria in all major areas of production responsibility. The intra-production management seminar is the most suitable place for this task. Based on the data obtained, specialists create a questionnaire.

The analysis criteria proposed by management and production management should be cataloged and reduced to a certain list. After that, the resulting criteria are grouped based on areas of responsibility. Then the criteria are evaluated using various scales. For example - from plus three to minus three or from zero to plus three. A categorical assessment can also be used: “weak”, “strong”, “medium”. An example for management, finance, marketing and sales blocks can be seen in Table. one.

Table 1. Analysis of the strengths and weaknesses of the enterprise

Scores marked with a sign in each criterion are to be summed up and then divided by the number of respondents who participated in the survey. Thus, we have at our disposal the informationally valuable average marks included in the free form. Based on this data, a broken line is constructed, which is a graphical representation of the profile of the strengths and weaknesses of the production.

Summing up the results of the analysis requires considering the positive and negative assessments of the enterprise in an atmosphere of free criticism.

Why is it important to involve key buyers in the analysis?

Sometimes it is necessary to apply with a proposal to participate in the survey to the most significant buyers (up to 20). This step will provide management with information about the points of view of the enterprise of the most significant clientele. This information will provide data on competing industries.

The result of the data analysis of the study of strengths and weaknesses

The result of a detailed investigation, first of all, of the weaknesses of production is a new goal-setting and planning of measures to level and eliminate these weaknesses.

The effectiveness of the development of strategic plans of the enterprise can be significantly improved by analyzing the strengths and weaknesses. As a result of this - an additional strengthening of strengths. Development of a set of measures, the purpose of which will be the transformation of the weaknesses of the enterprise into strengths. In doing so, management should take into account the need to provide appropriate funds to ensure the continuous implementation of the above activities.

Based on the accumulated experience, the annual analysis of the strengths and weaknesses of production minimizes possible risks, identifying possible directions for future threats. The data obtained in the process of analysis become a kind of base for improving the functioning of the enterprise. Information based on the results of the analysis demonstrates whether there is a need to change the policy of the enterprise, in what ways it is worth clarifying the process of developing plans, modernizing the control and regulation system, developing the organizational structure and improving the management informatization system in order to bring to the attention of the enterprise management data on the departure from the set goals in time .

What are the main reasons for the emergence of sources of threats to production?

According to the results of the research, it turned out that a large number of enterprises are subject to threats and risks that they could avoid if they eliminated their own weaknesses in time. Other enterprises find themselves in a difficult position due to the carelessness of management, which did not bother to identify negative consequences and threats as a result of decisions made and did not consider their impact on production safety. Sometimes top management is guided by the established business policy, despite the fact that the goals have long been achieved, and it is necessary to radically revise and change the very policy of the enterprise.

Efficiently functioning industries are rapidly adapting to changing market conditions. Other enterprises cannot boast of high organization in many areas of their activities. Often this consists in pursuing policies that are not liftable given their capabilities and limitations.

Which parties are most vulnerable to most businesses?

In most cases, the weaknesses of the enterprise are:

1. administrative block;
2. financial block;
3. block of marketing and sales;
4. production block;
5. logistics block;
6. organizational block;
7. staff;
8. block of research and development works.

Questioning - as a guarantee of effective cooperative management based on the analysis of the strengths and weaknesses of the enterprise.

An annual scrupulous study of the state of affairs in the above-mentioned areas of the functioning of the enterprise should be carried out by analyzing the data obtained as a result of the survey.

Only under the condition of close cooperation of the entire production management is an effective outcome of this procedure possible. Questioning contributes to the development of managers' ability for complex thinking, aimed at identifying hidden shortcomings and possible sources of threats.

It should be borne in mind that the results of the survey only demonstrate problem areas. Each division should make proposals for optimizing the efficiency of its own activities. Careful consideration and coordination with the management of the proposals received should become the basis for strategic planning of activities.

The management of all departments involved in the modernization should actively consult and provide comprehensive assistance in the implementation of the above activities. It should be fixed in the job descriptions which of the managers is responsible for the implementation of each of the activities, and who should provide advisory assistance. All this together should lead to an improvement in the cooperative style of management.

ANALYSIS OF STRENGTHS AND WEAKNESSES OF THE ENTERPRISE

Assessment of strengths and weaknesses. Strengths are the experience and resources owned by the enterprise, as well as strategically important areas of activity that allow you to win in the competition. Weaknesses are shortcomings and limitations that hinder success.

There are many sources of strengths and weaknesses of the enterprise, some of which are considered in the analysis of the industry. So, serious and obvious consumer preferences, the possibility of economies of scale can be attributed to the number of strengths. The weak side of the enterprise is a 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:

Organization and general management;

Production;

Marketing;

Finance and Accounting;

Personnel management, etc.

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

Table 5

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

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

Strengths and weaknesses of the enterprise

Determination of the main advantages. The strategy of the enterprise should take into account the strengths and weaknesses of the business and rely on its main advantages.

The main advantages characterize the exclusive competence (unique advantages) of the enterprise in solving the 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, stocks, cash, etc.). They determine the technical competence of the enterprise. Intangible Resources- these are, as a rule, qualitative characteristics of the business. These include:

Intangible assets that are not related to people - a trademark, advantageous 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 evaluation is possible, the unique advantages of the enterprise must be perceived by consumers as such, i.e. be of some value to them.

For consumers great importance have a well-known brand (Krasny Oktyabr confectionery factory), favorable location (Voronezh department store Rossiya), opening hours (24-hour pharmacies), highly qualified personnel (service sector), etc.

Under competitive conditions, the unique advantages of the enterprise are “eroded”, and over time they lose their strength. From the standpoint of importance for business, three categories can be distinguished core competencies:

1. "Spent", 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 and medium term, the enterprise must protect such advantages and use them to the maximum. They cannot serve as the basis for a long-term strategy.

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

When developing a strategy, it is necessary to make a reasonable assessment of the available resources and unique advantages. The following is a list of key questions for their analysis:

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

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

Is the enterprise capable of creating new, original combinations of resources on the basis of existing resources, which in the future can be transformed into its main advantages?

Are the unique advantages of the enterprise taken into account in its production, marketing and science and technology policy?

3. STRATEGIC COST ANALYSIS AND THE 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. Analysis of the "value chain" is based on the assumption that the main economic goal of the 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 good, according to Porter, is the amount that consumers are willing to pay for a good or service provided to them by the producer. 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 provides insight into the strategically related activities of the enterprise and allows you to trace the process of creating value. In the "value chain", the activities of the enterprise are divided into two types:

main- associated with the production of goods, their sale and after-sales service; auxiliary- providing the main processes. Each of the activities can help reduce costs and create the basis for differentiating products and services. In order to achieve competitive advantages, the "value chain" should be considered as a system of activities with its characteristic links. Links within the chain determine the ways in which individual activities interact with each other and to a large extent affect their effectiveness. Therefore, they can serve as an additional source of enterprise benefits.

Efficient linkage of sales, product manufacturing and purchasing processes can reduce inventory levels 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 a 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 environments of the enterprise and the team and their impact on the process enterprise development,

C) SWOT - analysis is a widely recognized approach that allows you to conduct a joint study of the external and internal environment. He establishes links between the strength and weakness 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 an industry analysis? Discuss the main areas of industry analysis.

4. What is the competitiveness of a product, technology, production, firm, 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 you need to study consumers. Is it always necessary?

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

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

10. What are the main strategies for achieving competitive advantages. What are the associated risks associated with each?

Questions to control

1. The implementation of the strategy provides for:

A) activation of managers at all levels;

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

C) introduction of best practices and achievements of science in the process of implementing the strategy;

D) stimulation of the implementation of the strategic plan;

D) formation of corporate culture;

E) periodic reporting on the implementation of the strategy.

Answer: "A", "B", "G"

2. Main goal strategic analysis external environment organization is:

A) information that should 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) the level of specialization of the supplier;

B) the supplier's concentration on working with specific customers;

C) inflation rates and tax rates.

Answer: "B"

4. What is the essence of SWOT analysis?

5.What competitive advantages What are the disadvantages of the Russian economy?

6. Diagnostics of the 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 an analysis of the organizational, financial, production, managerial, personnel aspects of activity;

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

Answer: "B"

7. Business and company valuation is:

A) evaluation of the effectiveness of the enterprise;

B) performance evaluation 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 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 in the market.

Answer: "A"

10. Segmentation of strategic business zones is:

A) selection of promising markets for the organization;

B) dividing the scope of the organization into large blocks corresponding to separate, important and profitable areas for the organization;

C) division of sales markets for products for the enterprise.

Analysis of the strengths and weaknesses of the enterprise is a very important "direction in the activity of the enterprise. SWOT analysis method is able to effectively help in this and is widely used by enterprises around the world. A modern manager must be fluent in this method.

SWOT is an abbreviation for strengths (Strengths), weaknesses (Weaknesses), opportunities (Opportunities), threat factors (Threats). A qualitative analysis of the prospects of the enterprise is carried out in order to clarify the above-mentioned aspects of its activities, the opportunities that open up to it and the impending threats. The strength and weakness of an enterprise must be judged in the context of its competitiveness. SWOT analysis helps develop an understanding of the circumstances in which an enterprise operates. This method helps to balance your internal strengths and weaknesses with those favorable opportunities and threats that the enterprise will have to face. This analysis helps to determine not only the capabilities of the enterprise, but also all the available advantages over competitors. The following are sample groups of questions for conducting a SWOT analysis. The first two groups concern internal factors. Strengths and weaknesses are analyzed. The second group of questions concerns external factors and includes opportunities and threats.

When designing questionnaires, it should be taken into account that too long lists lead to ambiguity or vagueness and make it difficult to identify what is really important. Strengths should be based only on facts. Thus, this method helps to identify key success factors (KSF), i.e. strengths and weaknesses of the enterprise, which have the greatest impact on the success of its activities. So, at the first stage, you need to analyze the following factors.

Internal factors. Strengths:

competence;

availability of sufficient financial resources;

good competitive skills;

good reputation among consumers; recognized leadership of the enterprise in the market; the company has well-thought-out strategies in this field of activity;

availability of high quality proprietary technologies; availability of cost advantages for products and services; having advantages over competitors; Ability to innovate, etc.

Weak sides:

lack of strategic direction; marginal position in the market; the presence of outdated equipment; low level of profitability; - unsatisfactory level of management; poor control;

weakness compared to competitors; backwardness in innovation processes; a narrow range of products; unsatisfactory image in the market; low marketing skills of the staff; lack of sufficient funding for projects, etc.

External factors. Favorable Opportunities:

work with additional consumer groups;

introduction to new markets or market segments;

expanding the range of products to satisfy a wider range of consumers;

product differentiation;

the ability of the enterprise to quickly move to more profitable strategic groups;

confidence in relation to firms-rivals;

rapid market growth, etc.

Threat factors:

arrival of new competitors;

increase in sales of similar products;

slow market growth;

unfavorable tax policy of the state;

changing needs and tastes of customers, etc.

Summarizing the above, the manager must be able to determine what strengths his company has, not only see, but also recognize its weaknesses. He must be aware of the opportunities that exist for the enterprise and take into account those threats that may prevent him from capitalizing on the opportunities.

To cope with threats and exploit existing opportunities, it is not enough just to be aware of them. If the enterprise is aware of the threat but does not confront it, it may fail in the market. On the other hand, an enterprise may have information about new opportunities, but not have the resources to implement them.

SWOT analysis involves interactive use of the matrix. On the left, two sections are distinguished (strengths, weaknesses), in which, accordingly, all the characteristics of the enterprise identified at the first stage of the analysis are entered.

At the top of the matrix, two sections are distinguished (opportunities and threats), and at the intersection of these sections, four fields are formed for further research:

1. "SIV" (strength and capabilities);

2. "SIS" (power and threats);

3. "SLV" (weakness and opportunities);

4. "SLU" (weakness and threats).

All relevant entries are entered in these fields as suggestions as a result of the analysis of the interaction of the above characteristics.

It can be seen from the matrix that the most favorable opportunities for the existence of the enterprise are opened by the field "SIV". This field allows you to use the strengths of the enterprise in order to get a return on the opportunities that have appeared. The field "SLV" allows, due to the opportunities that have appeared, to try to overcome the weaknesses of the enterprise. The SIS field suggests that there are opportunities to use the forces of the enterprise to eliminate threats. The "SLU" field is the most dangerous for the enterprise. It is characterized by the weakness of the position of the enterprise and the danger of an impending threat.

The manager must also be aware that opportunities and threats can be reversed. So, unused opportunities of the enterprise can become a threat if they are used in time by a competitor. On the other hand, a successfully thwarted threat can put the company in a strong position if competitors have not eliminated the same threat.

SWOT analysis- this is the definition 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 the environment. Each action of all organizations without exception is possible only if the environment allows its implementation.

The external environment is a source that feeds 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 possibility of survival.

The internal environment of an organization is the source of its lifeblood. It contains the potential that enables the 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 the organization if it does not provide the necessary functioning of the organization.

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

In order to get a comprehensive picture of the internal environment of the organization and its weaknesses, it is necessary to identify a number of factors affecting it and analyze them. 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 links between them, which will later be used to formulate the organization's strategy.

In general, conducting a SWOT analysis comes down to filling in the matrix shown in fig. 1, so-called. " matrices SWOT analysis". In the appropriate cells of the matrix, it is necessary to enter the strengths and weaknesses of the enterprise, as well as market opportunities and threats.

Figure 1 - SWOT Analysis Matrix

Strong sides enterprise - something that it excels in or some feature that gives you additional opportunities. Strength may lie in your experience, access to unique resources, advanced technology and modern equipment, highly qualified staff, high quality of your products, brand awareness, etc.

Weak sides enterprise is the absence of something important for the functioning of the enterprise or something that you have not yet succeeded in comparison with other companies and puts you in a disadvantageous position. As an example of weaknesses, one can cite a too narrow range of manufactured goods, a bad reputation of the company in the market, lack of funding, low level of service, etc.

Market opportunities- These are favorable circumstances that the company can use to gain an advantage. As an example of market opportunities, we can cite the deterioration of the position 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 the opportunities in terms of SWOT analysis are not all the opportunities that exist in the market, but only those that your company can use.

Market threats- events, the occurrence of which may have an adverse impact on the enterprise. Examples of market threats: new competitors entering the market, tax increases, 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 that sells expensive products, the growth of 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, as its customers with rising salaries can move to competitors offering a higher level of service. So,

Step 1. Definition strong and weak sides. The first step in a SWOT analysis is to assess your own strengths. The first stage will allow you to determine what are the strengths and weaknesses of the enterprise. 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 company;
• - For each parameter, determine what is strong point enterprises, and that - weak;
• - From the entire list, select the most important strengths and weaknesses of the enterprise and enter them into the SWOT analysis matrix (Fig. 1).

You can determine the main components of the SWOT matrix using an expert method.

Illustrate this methodology example. To evaluate the enterprise, we use the following list of parameters:

• - Organization(here the level of qualification of employees, their interest in the development of the enterprise, the presence of interaction between departments of the enterprise, etc. can be assessed)
• - Production(production capacity, quality and 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 materials, etc. can be assessed)
• - Finance(production costs, the availability of capital, the rate of capital turnover, the financial stability of the enterprise, the profitability of the business, etc. can be estimated)
• - Innovation(here, the frequency of introducing new products and services at the enterprise, the degree of their novelty (minor or cardinal changes), the payback period for funds invested in the development of new products, etc. can be assessed)
• - Marketing(here you can evaluate the quality of goods / services (how your consumers evaluate this quality), brand awareness, completeness of the assortment, price level, advertising effectiveness, enterprise reputation, the effectiveness of the sales model used, the range of additional services offered, the qualifications of the attendants).

Next, table 1 is filled in: the evaluation 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. For example, in table 1 there are several strengths and weaknesses in terms of "Organization" and "Production".

Table 1 - Determining the strengths and weaknesses of your enterprise

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

Optimally, 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 to be wary of (and, accordingly, to prepare for them in advance).

The methodology for determining market opportunities and threats is almost identical to the methodology 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 company's products, etc.)
• 2. Factors competition(one should take into account the number of main competitors, the presence of substitute goods on the market, the height of barriers to entry and exit from the market, the distribution of market shares among the main market participants, etc.)
• 3. Sales factors (it is necessary to pay attention to the number of intermediaries, the availability of distribution networks, the conditions for the supply of materials and components, etc.)
• 4. Economic factors (taking into account the exchange rate of the ruble (dollar, euro), inflation rate, changes in the level of income of the population, tax policy of the state, etc.)
• 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 corruption in power, etc.) are assessed.
• 6. Scientific and technical factors(usually takes into account the level of development of science, the degree of introduction of innovations (new products, technologies) in industrial production, the level state support development of science, etc.)
• 7. Socio-demographic factors(you should take into account the size and age and 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 (traditions and the system of values ​​of society, the existing culture of consumption of goods and services, existing stereotypes of people's behavior, etc. are usually taken into account)
• 9. Natural and ecological factors(taking into account the climatic zone in which the enterprise operates, the state 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, etc. are taken into account)

Table 2 - Identification 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) needs to be assessed on two dimensions, asking two questions: “How likely is it that this will happen?” and “How will this affect my business?”. Select those events that are highly likely to occur and 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 ​​completed, and we see before us a complete list of the main strengths and weaknesses of the enterprise, as well as the prospects that open up for the business and the dangers that threaten it.

Step 3. Mapping strong and weak parties with market opportunities and threats will allow you to answer the following questions regarding the further development of your business:

• 1. How can I take advantage of emerging opportunities using the strengths of the enterprise?
• 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, exacerbated by weaknesses in the enterprise, should I be most concerned about?

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

Table 3 - SWOT Analysis Matrix

Filling in this matrix, we find that:

• 1. determined main directions development enterprises(Cell 1 showing how you can take advantage of the opportunity);
• 2. formulated main Problems enterprises to be resolved as soon as possible for successful business development (the remaining cells of Table 3).

Next stage there will be a definition of the optimal strategy, due to which the enterprise will be able to really improve results at minimal cost.

So the way SWOT analysis- this is the definition 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 you to determine what steps can be taken to develop the enterprise, and what problems need to be urgently solved.

After conducting a SWOT analysis, you can more clearly present the advantages and disadvantages of the enterprise, as well as the situation on the market. This will allow you to choose the best way to develop your business, avoid dangers and make the most efficient use of the resources at your disposal, along with taking advantage of the opportunities provided by the market.