Coursework: Analysis of the external environment of the enterprise. Analysis of the external environment

When analyzing the external environment, they study changes that may affect the current strategy, threat factors and opportunities for the chosen strategy. Analysis of the external environment of the enterprise in accordance with the recommendations for choosing a mission, it is advisable to start with an analysis of the immediate environment and, first of all, with consumers. Consumers - individuals and organizations purchasing goods for personal consumption or resale, government and public organizations, buyers located outside the country. The main task in consumer analysis is to identify the target group and satisfy its needs better than the competitor. At the same time, it is necessary to concentrate your strengths on a competitor's weak spot and constantly look for an unmet need. Every success is achieved by overcoming a deficit. When analyzing consumers, they also find out: what is the level of demand for the products of the industry and the purchasing power of consumers, what are the requirements for product quality, the ability of consumers to navigate the products of the industry, etc.

Knowing the strengths and weak sides competitors, you can evaluate their potential, goals, present and future strategy. And, therefore, to accurately determine their weaknesses and enhance their advantages. You need to focus your strengths against your competitors' weaknesses. Analysis of the competitive situation in the industry can be carried out according to the following scheme.

1. general characteristics industries: at what stage of development it is, how much demand depends on prices, what strategies are used.

2. Classification of competitors (active, passive, potential, competitors in terms of products, sales, price, communications).

3. The number of competitors in the industry, the size of competitors' enterprises, the cumulative share of the 3 largest firms in the market as a percentage, the main competitor, the special services offered by competitors, the strengths and weaknesses of competitors are determined.

4. Analysis of the activities of the main competitor: goals and strategy of the competitor, product characteristics, structure flexibility, organization of logistics, marketing opportunities, production potential, financial opportunities, economic indicators, R&D level, implementation potential, management system, quality of management personnel, company culture, system motivation and control, know-how, location, etc., strengths and weaknesses of the competitor.

5. The likelihood of new competitors and substitute products entering the market. It is determined by: entry barriers and the response capacity of existing enterprises. Entry barriers include the amount of costs required for a new competitor to enter the market, the propensity of buyers to a well-known brand, the level of investment in R&D required, the amount of costs incurred by the consumer when changing suppliers, the need to create their own distribution network, the advantages of old competitors that are unattainable for newcomers. The response potential of existing enterprises is characterized by the capabilities of old enterprises, the degree of connection of existing enterprises with an industry that they cannot abandon without significant benefit, the possibility of loss of profits by old enterprises, the tradition of meeting any intrusion into this industry. The possibility of substitute products limiting the industry's profit potential, which can lead to price pressure on existing products.

Suppliers are separate organizations and individuals who provide material and technical support for the production and scientific and technical activities of the company. The restrictions that arise on their part include the prices of resources, their quality and contractual terms. The stronger the power of suppliers, the more likely they will try to raise the purchase price of goods or reduce their costs by reducing quality.

Contact audiences can have a significant impact on the situation in the industry, changing the image of the industry, its attractiveness for development and capital investment through the media, the system of taxes, customs benefits, by introducing bans and restrictions on products, through the organization of investments in the form of loans or the purchase of shares and bonds etc.

The far environment determines the conditions for the activity of any enterprise in the industry. The main thing in the analysis is to identify the most important trend for the industry.

The analysis of the legal environment involves the study of the laws that determine the activities in this sector of the economy and their impact on the result, and the attractiveness of the industry. When studying the state-political environment, they find out the priority directions for the development of the economy of the country and the region, the interests of the state and political leaders. To be successful in the long term, any enterprise must be aware of the scientific achievements and technologies used in the industry, adapt to technological changes and use these changes to gain advantages over competitors. The main factors that lead to the need to change the technology for the production of goods or services are the demand for the product and competition. When analyzing the economic environment, they find out the inflation rate, the level of employment of the population, the state of the economy, the taxation system and the degree of their influence on the industry. Analysis of the social environment involves studying the structure of the population (age, professional groups, income level, etc.), the structure of needs, lifestyle, habits and traditions, and possible trends in their development. Study of ecological environment allows taking into account the climatic and geographical features of the country and the region, the impact of legal acts and the population on environmental protection issues.

Analysis of the external environment should determine what changes in the external environment affect the current strategy of the organization; what factors pose a threat to the current strategy of the organization. The analysis of the external environment should provide a list of external hazards and opportunities, ranked according to the degree of impact on the organization.

When analyzing the factors of the organization's external environment, the PEST-analysis technique is widely used.

PEST - by first letters English words political-legal (political and legal), economic (economic), sociocultural (sociocultural), technological forces (technological factors).

Table 6.3.1 PEST analysis study factors

Analysis internal factors organization should assess whether internal forces take advantage of opportunities, and what internal weaknesses could complicate future challenges posed by external threats. The method used to analyze internal factors is called management survey. For the purposes of strategic planning, the survey includes six complex factors: marketing, finance, production, personnel, organizational culture and image of the organization.

The “marketing” factor should be considered in the following areas: market share and competitiveness; range and quality of products; market demographics; market research and development; presale and after-sales service clients; sales, advertising, promotion of goods; profit.

The choice of an organization's development strategy largely depends on its financial condition.

A detailed analysis of the financial condition allows you to identify existing and potential weaknesses of the enterprise and determine what actions the organization will make it possible to resist them. Analysis of production should be aimed at implementing the organization's strategy, timely adaptation of its structure to changes in the external environment. It is necessary to evaluate your capabilities in comparison with competitors in the field of enterprise equipment, product quality control, reducing inventories and accelerating product sales, reducing production costs.

The solution of many problems of a modern organization depends on the provision of both production and management with qualified and energetic specialists.

When analyzing labor resources, attention should be paid to the competence of the top management of the organization, the current system of training and retraining of specialists, and the system of employee motivation.

Organizational culture is a holistic system of behavior patterns, mores, customs and expectations developed in the organization and characteristic of its members. The image of an organization both inside and outside it is determined by the impression that is created with the help of employees, customers and public opinion generally. A good impression helps an organization retain customers for a long time.

SNW analysis

SNW is an abbreviation of three English words (S - strong position (side); N - neutral position; W - weak position (side). The SNW analysis methodology is generally similar to the SWOT analysis methodology, but the aspect "zero", neutral, components.

Table 6.3.2 Strategic Positions for SNW Analysis

In a neutral position, the average market condition is fixed. To win in the competition, it may be sufficient to have a state when the organization is relative to its competitors.

for all (except one) key positions is in state N and only for one factor is in state S.

Thus, strategic analysis internal environment organization should be systematic both in terms of coverage of all structural and process elements of the organization, and in terms of the analytical tool used.

By identifying strengths and weaknesses and weighing the factors in order of importance, the management of the organization concentrates efforts on dangerous areas in order to overcome disruptions in the implementation of the organization's strategy. "SWOT - analysis" involves further study of the strategic potential of the enterprise, taking into account the realities of the external environment. The purpose of this method is to study the strengths and weaknesses of the enterprise, opportunities and threats emanating from the external environment, as well as their impact on the performance of the enterprise (SWOT is an abbreviation: strength - strength, weakness - weakness, opportunities - opportunities and threats - threats) . The sequence of actions involves: identifying the strengths and weaknesses of the enterprise, opportunities and threats and establishing links between them, which can be used in the future when choosing an organization development strategy, developing a strategic plan and implementing it.

The list of opportunities and threats is compiled on the basis of an analysis of information obtained from the study of the near and far environment, the attractiveness of the industry and business conditions. Not all opportunities and threats have the same effect on the enterprise and can be realized in reality. Their classification according to the probability of implementation and the degree of influence can be carried out using tables 6.3.3 and 6.3.4.

Particular attention should be paid to opportunities and threats that have a high probability of implementation and a large force of influence. They are left for further analysis. After the list of strengths, weaknesses, opportunities and threats is compiled, links are established that determine the interactions between them using the SWOT matrix (Table 6.3.5).

Table 6.3.3 Enterprise capability matrix

Table 6.3.4 Enterprise Threat Matrix

Table.6.3.5 Enterprise SWOT Analysis Matrix

Textbook output:

Repina E.A., Anopchenko T.Yu., Volodin R.S., Management. Tutorial[Text, tables] / Southern Federal University. - Rostov n / D .: AcademLit Publishing House, 2015, -316 p.

The modern external environment of the organization is characterized by an extremely high degree of complexity, dynamism and uncertainty. The ability to adapt to changes in the external environment is a basic condition in business and other areas of life. Moreover, in an increasing number of cases, it is a condition for survival and development. Organizations must, on the one hand, be constantly aware of the new nature of change in environment and respond effectively to them. On the other hand, it must be borne in mind that the organizations themselves generate changes in the external environment, releasing new ones, for example, types of goods and services, using new types of raw materials, materials, energy, equipment, technologies.

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 internal environment of the organization is the source of its vitality, and the external environment is the source that feeds the organization with the resources necessary to maintain its internal potential at the proper level.

Dynamism and a high degree of uncertainty of environmental factors significantly complicate the procedures for developing and making managerial decisions. Therefore, the leaders of both foreign and domestic enterprises are acutely aware of the need for systematic, operational and comprehensive information about the state and possible changes taking place in the external environment. At the same time, in real practice, most Russian enterprises do not pay due attention to environmental factors, which is largely due to the insufficient development of theoretical and methodological foundations organization, its research, taking into account national, regional and industry specifics.

It should be noted that a significant number of developments in the field of studying the external environment of the organization is given to the study of only its individual factors. At the same time, the current market situation requires a comprehensive study of the external environment based on the integration of various economic, socio-political, legal and technological aspects.

In order to determine the strategy of the organization's behavior and put this strategy into practice, management must have an in-depth understanding of the external environment, its development trends and the place occupied by the organization in it. At the same time, the external environment, along with the internal environment, is studied by strategic management in the first place in order to reveal those threats and opportunities that the organization must take into account when defining its goals and objectives, in achieving them, as well as for more efficient use of its potential.

The macro environment creates the general conditions of the organization's environment. In most cases, the macro environment is not specific to a single organization. However, the degree of influence of the state of the macro environment on different organizations is different. This is due both to differences in the areas of activity of organizations, and to differences in the internal potential of organizations. The components of the macro environment include: economic, political, legal, social, technological, natural and geographical.

The study of the economic component of the macro environment allows us to understand how resources are formed and distributed. It involves the analysis of such characteristics as the value of the gross national product, inflation rate, unemployment rate, interest rate, labor productivity, taxation rates, balance of payments, savings rate, etc. When studying the economic component, it is important to pay attention to such factors as: general level of economic development, extracted natural resources, climate, type and level of development of competitive relations, population structure, level of education of the labor force and wages.

The analysis of legal regulation, which involves the study of laws and other regulations that establish legal norms and frameworks for relations, gives the organization the opportunity to determine for itself the permissible boundaries of actions in relations with other subjects of law and acceptable methods for defending their interests. The study of legal regulation should not be limited to the study of the content of legal acts. It is important to pay attention to such aspects of the legal environment as the activities of the legal system, established traditions in this area and the procedural side of the practical implementation of legislation.

The political component of the macro-environment must be studied first of all in order to have a clear idea of ​​the intentions of the state authorities regarding the development of society and the means by which the state intends to implement its policies.

The study of the social component of the macro environment is aimed at understanding the impact on business of such social phenomena and processes as: people's attitude to work and quality of life; existing customs and beliefs in society; values ​​shared by people; demographic structures of society, population growth, level of education, mobility of people or willingness to change their place of residence, etc. The value of the social component is very important, since it is all-pervading, affecting both the components of the macro environment.

The analysis of the technological component makes it possible to timely see the opportunities that the development of science and technology opens up for the production of new products, for the improvement of manufactured products and for the modernization of manufacturing technology and marketing of products. Technology is both an internal variable and an external factor of great importance. Technological innovations affect how quickly a product becomes obsolete, how information can be collected, stored, and distributed, and what kind of services and new products customers expect from an organization.

When studying the various components of the macroenvironment, it is very important to keep in mind the following two points:

First, it is that all components of the macro environment are in a state of strong mutual influence. A change in one of the components necessarily leads to changes in other components of the macro environment. Therefore, their study and analysis should be carried out not only separately, but systematically, with tracking not only of the actual changes in a separate component, but also with an understanding of how these changes will affect other components of the macro environment.

Secondly, this is that the degree of impact of individual components of the macro environment on different organizations is different. In particular, the degree of influence manifests itself differently depending on the size of the organization, its industry affiliation, territorial location, etc. For example, it is believed that large organizations are more dependent on the macro environment than small ones. To take this into account when studying the macro environment, the organization must determine for itself which of the external factors related to each of the components of the macro environment have a significant impact on its activities. In addition, the organization must make a list of those external factors that are potential threats to it. It is also necessary to have a list of those external factors, changes in which may open up additional opportunities for the organization.

In order for an organization to effectively study the state of the macro-environment components, a special system for tracking the external environment should be created. This system should carry out both special observations related to some special events, and regular (usually once a year) observations of the state of external factors important to the organization. Observations can be made in many different ways. The most common methods of observation are:

Participation in professional conferences;

Analysis of the experience of the organization;

Studying the opinions of employees of the organization;

Conducting internal meetings and discussions.

The study of the components of the macroenvironment should not end only with a statement of the state in which they were previously or in what state they are now. this moment time. It is also necessary to uncover those trends that are characteristic of changes in the state of individual important facts and try to predict the direction of development of these factors in order to anticipate what threats the organization may face and what opportunities may open up for it in the future.

The system of analysis of the macro-environment gives the desired effect only if it is supported by top management, and gives him the necessary information. If it is closely related to the planning system in the organization and, finally, if the work of analysts working in this system is combined with the work of strategic specialists who are able to trace the relationship between data on the state of the macro environment and the strategic objectives of the organization, and evaluate this information with in terms of threats and additional opportunities for implementing the organization's strategy.

The study of the immediate environment of the organization is aimed at analyzing the state of those components of the external environment with which the organization is in direct interaction. At the same time, it is important to emphasize that the organization can have a significant impact on the nature and content of this interaction, thus it can actively participate in the formation of additional opportunities and in preventing the emergence of threats to its further existence. The elements of the microenvironment include: suppliers, consumers, competitors, labor market, infrastructure.

Introduction

1. Theoretical basis analysis of the external and internal environment

1.1 The essence of the concept of the external environment and its role in the activities of the enterprise

1.2 Characteristics of macroenvironment factors

1.3 Characterization of micro-environment factors

2.Practical methods for analyzing the external environment

2.1. Methods of analysis of the external environment of the enterprise

2.2 Strategic Analysis- SWOT analysis as an effective method in marketing

Conclusion

Glossary

List of sources used

In recent decades, the market environment of enterprises has been characterized by an extremely high degree of complexity, dynamism and uncertainty.

To do this, it is necessary to find out where the organization is, where it should be in the future, and what management should do to achieve this. The ability to adapt to changes in the external environment is a basic condition in business and other areas of life. The analysis of the external environment is a tool with which managers control factors external to the organization in order to anticipate potential threats and re-opening opportunities.

The relevance of the course work lies in the fact that the analysis of the external environment helps the management of the enterprise to understand:

What changes in the external environment affect the enterprise;

What factors pose a threat to the enterprise;

What factors provide greater opportunities to achieve the overall goals of the enterprise.

The purpose of the course work is to consider the essence, role and content of the analysis of the external environment.

The tasks to achieve this goal are as follows:

Consider modern approaches to the concept of the external environment;

· reveal the content of the process of analysis of the external environment and methods of analysis.

· reveal the composition of environmental factors.

When writing a term paper, the marketing literature of such authors as Ambler T., Kotler F., Popova G.V., Ostashkova A.V. was used. Fatkhutdinova R.A. Yadina D.i dr.

AT term paper are present: introduction, two chapters, conclusion, glossary, list of references and appendix.

1.1 The essence of the concept of the external environment and its role in the activities of the enterprise

external environment swot analysis

The market, the laws of its development necessitate the implementation of the research function in the enterprise, this is due to the fact that enterprises require high adaptability to constantly changing market conditions.

The concept of "external environment" is a set of subjects and forces that are outside the organization and have any impact on its activities.

In the scientific literature, there are quite a few points of view about the structure of the external environment. But the most widespread approach is that in the external environment of any organization there are two levels: micro and macro environments.

The issue of interaction between the organization and the environment in science began to be considered for the first time in the works of A. Bogdanov and L. von Bertalanffy in the first half of the 20th century.

However, in management, the importance of the external environment for organizations was realized only in the 60s, in the context of the increasing dynamism of its factors and the growing crisis in the economy. It became the starting point for intensive use systems approach in the theory and practice of management, from the standpoint of which any organization began to be considered as an open system interacting with the external environment.

Further development of this concept led to the emergence of a situational approach, according to which the choice of a management method depends on a specific situation, characterized to a large extent by certain external variables.

The initial external environment of the organization was considered as given conditions of activity, beyond the control of management.

Currently, the priority is the point of view that in order to survive and develop in modern conditions, any organization must not only adapt to the external environment by adapting its internal structure and behavior in the market, but also actively shape the external conditions for its activities, constantly identifying threats and potential opportunities in the external environment. This provision formed the basis of strategic management used by advanced firms in conditions of high uncertainty in the external environment.

The initial stage and the information basis of strategic management is the study of the external environment of the company, that is, the systematic collection and analysis of information about it.

The analysis of the external environment is usually considered the initial process of strategic management, as it provides the basis for determining both the mission and goals of the company, and for developing behavioral strategies that allow the company to fulfill the mission and achieve its goals. It is the process by which strategic planners monitor factors external to the organization to identify potential threats to the firm.

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 all sorts of profitable opportunities.

In terms of assessing these threats and opportunities, the role of environmental analysis in the strategic planning process is essentially to answer three specific questions:

1.Where is the organization located now.

2. Where top management thinks the organization should be in the future.

3. What should management do to move the organization from the position it is in now to the position where management wants to see it in the future.

In order to assess the need for a thorough analysis of the external environment of the organization, it is also necessary to consider the characteristics of the external environment that have a direct impact on the complexity of its implementation. First, among these characteristics is the interconnectedness of environmental factors. It refers to the level of force with which a change in one factor affects other factors. The fact of interconnectedness is significant not only for the markets of a country or region, but also for the world market. This interdependence has made the environment of modern organizations rapidly changing.

Managers can no longer consider external factors separately, in isolation from each other. Specialists even recently introduced the concept of "chaotic change" to describe the external environment, which is characterized by even faster rates of change and stronger interconnectedness.

Secondly, we can note such a characteristic as the complexity of the external environment. This is the number of factors to which the organization is required to respond, as well as the level of variance of each factor. If we talk about the number of external factors to which the enterprise responds, then if it is under pressure from government regulations, frequent renegotiation of agreements with trade unions, several interest groups of influence, numerous competitors and accelerated technological changes, it can be argued that this organization is in a more complex environment, than, say, an organization preoccupied with a few suppliers, a few competitors, no unions, and slow technology change.

Organizations operating in a simple environment have one advantage: they have to deal with only a few categories of data needed to make management decisions.

Thirdly, it is necessary to highlight the mobility of the environment. It refers to the rate at which changes occur in the organization's environment. Many researchers note such a trend that the environment of modern organizations is changing at an ever-increasing rate. However, while these dynamics are general, there are organizations around which the external environment is particularly fluid.

For example, studies have found that the rate of change in technology and competitive parameters in the pharmaceutical, chemical and electronics industries is faster than in other industries. Rapid changes are taking place in the aerospace industry, computer manufacturing, biotechnology and telecommunications. Less noticeable relative changes affect the construction, food industry, production of containers and packaging materials.

In addition, the mobility of the external environment may be higher for some departments of the organization and lower for others. For example, in many firms, the research and development department faces a highly fluid external environment, as it must keep track of all technological innovations.

On the other hand, the production department may be immersed in a relatively slow-changing environment characterized by a stable movement of materials and labor resources. At the same time, if production facilities are scattered across different countries the world or regions of the country or the initial resources come from abroad, then manufacturing process may be in a highly mobile environment. Given the complexity of operating in a highly mobile external environment, an organization or its units must rely on more diverse information in order to make effective decisions. management decisions about their internal variables. This makes decision making more difficult.

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

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

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

Identify changes that affect different aspects of the strategy;

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

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

Analysis of the external environment helps to obtain important results:

Anticipate unforeseen circumstances;

Develop measures to prevent adverse unforeseen circumstances and threats;

Helps turn potential threats into profitable opportunities.

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

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

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

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

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

The most common methods of observation are:

Participation in conferences;

Analysis of the experience of the enterprise;

Studying the opinions of employees of the enterprise;

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

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

Characteristics of the macro environment

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

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

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

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

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

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

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

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

Characteristics of the immediate environment

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

Consider these components:

1. Competitors. Competitor analysis occupies a particularly important place in strategic planning. This study It is aimed at identifying the strengths and weaknesses of competitors and building your business strategy on this basis.

Competitors include:

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

Firms that produce a replacement product;

Firms that can enter the market (potential competitors).

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

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

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

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

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

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

Psychographic characteristics (lifestyle, opinions, etc.);

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

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

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

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

The volume of purchases made by the buyer;

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

Availability and output of substitute goods;

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

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

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

The level of specialization of suppliers;

Costs that the supplier may incur when replacing customers;

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

Sales volume of suppliers, etc.

When studying suppliers, it is necessary to investigate:

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

Guarantees of quality of the delivered goods;

Time schedule for delivery;

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

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

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

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

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

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

Analysis and assessment of the internal environment of the company

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

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