Analysis and assessment of the external environment of the enterprise. Analysis and assessment of the state of the external environment of the organization

Send your good work in the knowledge base is simple. Use the form below

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

Similar Documents

term paper, added 07/22/2011


The essence of the external environment of the organization and its factors. Assessment of the impact of the external environment on the competitiveness of an enterprise in modern conditions. Characteristics of the enterprise OAO "Svyazinvest". Recommendations for improving the efficiency of activities in the external environment.

term paper, added 05/07/2014


The concept and structure of the external environment of the enterprise. The essence and main elements of the direct and indirect impact of the external environment of the organization. SWOT and PEST-analysis of the enterprise activity. The main directions of foreign economic relations in modern conditions.

term paper, added 06/13/2014


The essence and concept of the external environment of the organization, its main elements. Organizational and economic characteristics of OOO "Region". Analysis of the external environment of the enterprise under study. Development and implementation marketing strategy on the example of LLC "Region".

term paper, added 06/08/2014


Characteristics of the external environment of the enterprise and its components. The microenvironment of the organization (factors of direct impact) and the macroenvironment of the organization (factors of indirect impact). Analysis of the external environment of Transmash LLC, construction of a STEP-analysis matrix.

term paper, added 06/14/2014


The concept and essence, structure and elements of the external environment of the enterprise, its characteristics. Principles of planning the activities of the organization. Analysis of the factors of influence of the external environment on the planning process in the company "Heineken": political, economic.

term paper, added 04/25/2014


The study of the factors of analysis of the external environment of the enterprise on the example of JSC "Sibirtelecom" at the macro and micro levels. General information about the enterprise. Opportunities and threats of the enterprise. Creation of environment profile and graphical profile for Sibirtelecom OJSC.

After establishing its mission and goals, management should begin the diagnostic phase of the process. strategic planning. The first step is to study the external environment. Managers evaluate the external environment according to three parameters:

Evaluate changes that affect different aspects of the current strategy. For example, rising rocket fuel prices have created a variety of problems for airlines. The latter must constantly assess the dynamics of fuel prices as part of the strategic planning process.

Determine what factors pose a threat to the firm's current strategy. Controlling the activities of competitors allows management to be prepared for potential threats.

Determine which factors provide more opportunities to achieve company-wide goals by adjusting the plan. When the hotel company Holiday Inns changed its strategic plan and became involved in the creation of a casino, its management directed its efforts to what, in its opinion, will provide more opportunities for the organization.

Analysis of the external environment is the process by which strategic planners monitor factors external to the organization to identify opportunities and 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 any profitable opportunity.

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:

Where is the organization now?

Where does senior management think the organization should be in the future?

What should management do to move the organization from where it is now to where management wants it to be?

Threats and opportunities faced by an organization can generally be classified into seven areas. These areas are economics, politics, the market, technology, competition, international position, and social behavior (Figure 9.3).

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. These include rates of inflation or deflation, employment levels, international balance of payments, US dollar stability abroad, and tax rate. Each of these factors can either pose a threat or new opportunity for the firm. What one organization sees as an economic threat, another sees as an opportunity. In times of recession, for example, the auto parts industry thrives. Why? At such times, consumers prefer to repair their old cars rather than buy new ones.

political factors. The active participation of business leaders and entrepreneurial firms in the political process is a clear indication of the importance of public policy for organizations. More specifically, management should normative documents local authorities, state and federal governments; politicians' attitudes towards antitrust, federal and state loans to finance long-term investments: restrictions on employment and the availability of loans, and tariff and trade agreements directed against or concluded with other countries. Since the government is constantly and actively involved in business matters, it would be wise for organizations to keep a close eye on political activity,

market factors. The changing market environment is an area of ​​ongoing concern for organizations. Analysis of the market external environment includes numerous factors that can direct impact the success or failure of the organization. These factors include changing demographics, the life cycles of various products or services, ease of entry into the market, income distribution of the population, and the level of competition in the industry. In general, the analysis of various market factors provides an opportunity for management to refine its strategies and strengthen the position of the firm in relation to competitors. For example, increasing wealth in the US and Canada has created a demand for more attractive leisure products. By satisfying this demand, firms such as Club Med have prospered by bringing to the market the much-acclaimed leisure kits.

Rice. 9.3. Environmental factors

Technological factors. In the 70s. Alvin Toffler coined the term "future shock" - "future shock". Toffler defines "future shock" as the devastating stress and disorientation that occurs in individuals due to being exposed to too much change for too much time. a short time. Changes in the technological environment can put an organization in a hopeless, losing competitive position. Analysis of the technological environment may at least take into account changes in manufacturing technology, the use of computers in the design and provision of goods and services, or advances in communications technology. Not all organizations are exposed to rapid scientific and technological progress. However, management must determine what factors in the technological environment can lead to the creation of a "future shock" that can destroy the organization. The paper bag industry has always seemed relatively resilient. However, for last years advances in production technology plastic bags along with the stabilization of oil prices (production plastic products based on petroleum products) created certain problems for this industry. The paper industry's success in overcoming these challenges will be a reflection of its response to dramatic changes in a short period.

international factors. Most large firms and thousands of small companies operate in the international market. Leadership today must constantly monitor and evaluate changes in this broader environment. 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.

Companywide strategy or government policy in other countries may involve efforts to protect or expand a company or industry. In light of the strategy chosen by competitors, a firm's own strategy may be to strengthen the domestic market, seek government protection against foreign competitors, or expand international activity to counter the strategies of other firms.

Competition factors. No organization can afford to ignore the actual and potential reactions of its competitors. Professor Michael Porter breaks down competitor analysis into clear questions that management must answer: what drives the competitor, what does the competitor do, and what can the competitor do? There are four diagnostic elements in competitor analysis: 1) analysis of competitors' future goals; 2) assessment of the current strategy of competitors; 3) an overview of the assumptions regarding competitors and the industry in which these companies operate; and 4) an in-depth study of the strengths and weaknesses of competitors. To help management scrutinize these elements. Porter offers four simple questions:

Is the competitor satisfied with his current position?

What are the likely moves or changes in strategy that the competitor will make?

What is the competitor's vulnerability?

What can provoke the biggest and most effective competitor retaliation?

Factors of social behavior. These factors include changing expectations, attitudes and mores of society. Some important current factors include prevailing societal sentiments towards entrepreneurship, the role of women and minorities in society, changes in managerial attitudes, and the consumer advocacy movement. It is often social factors that create the biggest problems for an organization. In order to effectively respond to changing social factors, the corporation itself must change, consciously transforming itself into an institution adapted to the new environment.

List of external dangers and opportunities. By analyzing the external environment, an organization can create a list of the dangers and opportunities it faces in that environment. The list includes both factor weighting (to measure the significance of each factor for a given organization) and an assessment of the factor's impact on the organization. In table. 9.4 shows an example of such a list.

After reviewing the list, management should assess the strengths and weaknesses of the organization. For successful planning, management must have a complete understanding of the organization's internal capabilities and weaknesses, as well as significant external problems.

After establishing its mission and goals, management should begin the diagnostic phase of the strategic planning process. The first step is to study the external environment. Managers evaluate the external environment according to three parameters:

1. Evaluate changes that affect different aspects of the current strategy. For example, rising rocket fuel prices have created a variety of problems for airlines. The latter must constantly assess the dynamics of fuel prices as part of the strategic planning process.
2. Determine what factors pose a threat to the firm's current strategy. Competitive control allows management to be prepared for potential threats.
3. Determine which factors provide more opportunities to achieve company-wide goals by adjusting the plan. When the hotel company Holiday Inns changed its strategic plan and became involved in the creation of a casino, its management directed its efforts to what, in its opinion, will provide more opportunities for the organization.

EXTERNAL ANALYSIS is the process by which strategic planners monitor factors external to the organization to identify opportunities and 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 any profitable opportunity.

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 now?
2. Where does senior management think the organization should be in the future?
3. What should management do to move the organization from where it is now to where management wants it to be?

Threats and opportunities faced by an organization can generally be classified into seven areas. These areas are economics, politics, market, technology, competition, 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. Among them: the rate of inflation or deflation, employment levels, the international balance of payments, the stability of the US dollar abroad, and the tax rate. Each of these factors can represent either a threat or a new opportunity for the firm. What one organization sees as an economic threat, another sees as an opportunity. During a downturn, for example, the auto parts industry thrives. Why? At such times, consumers prefer to repair their vehicles rather than buy new ones.

POLITICAL FACTORS. Active participation of business leaders and entrepreneurial firms in political process is a clear indication of the importance of public policy for organizations. More specifically, management must follow local federal government regulations; federal government loans to finance long-term investments, restrictions on hiring labor and the availability of loans; and behind tariff and trade agreements directed against other countries or concluded with other countries. Since the government is constantly and actively involved in business matters, it would be wise for organizations to keep a close eye on political activity.

MARKET FACTORS. The changing market environment is an area of ​​ongoing concern for organizations. The analysis of the market environment includes numerous factors that can have a direct impact on the success and failure of the organization. These factors include changing demographic conditions, life cycles different products or services, ease of market penetration, income distribution of the population and the level of competition in the industry. In general, the analysis of various market factors provides an opportunity for management to refine its strategies and strengthen the position of the firm in relation to competitors. For example, increasing wealth in the US and Canada has created a demand for more attractive leisure products. By satisfying this demand, firms such as Club Med have prospered by bringing to the market the much-acclaimed leisure kits.

TECHNOLOGICAL FACTORS. In the 70s, Alvin Toffler coined the term "future shock" - future shock. "Toffler defines "future shock" as the devastating stress and disorientation that occurs in individuals due to exposure to too much change in too short a time. Changes in technological external environment can put an organization in a hopeless, losing competitive position.Analysis of the technological environment may at least take into account changes in manufacturing technology, the use of computers in the design and provision of goods and services, or advances in communication technology.Not all organizations are exposed to rapid scientific - technological progress.However, management must determine what factors in the technological environment can create a "future shock" that can destroy the organization.The paper bag industry has always seemed relatively resilient.However, in recent years, advances in plastic bag technology, along with stub The ilization of oil prices (the production of plastic products is based on petroleum products) has created certain problems for this industry. The paper industry's success in overcoming these challenges will be a reflection of its response to dramatic changes in a short period.

INTERNATIONAL FACTORS. Most large firms and thousands of small firms operate in international market. Leadership today must constantly monitor and evaluate changes in this broader environment. 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.

Companywide strategy or government policy in other countries may involve efforts to protect or expand a company or industry. In light of the strategy chosen by competitors, a firm's own strategy may be to strengthen the domestic market, seek government protection against foreign competitors, or expand international activity to counter the strategies of other firms.

FACTORS OF COMPETITION. No organization can afford to ignore the actual and potential reactions of its competitors. Professor Michael Porter divides competitor analysis into clear questions that management must answer: "What drives a competitor?" "What does a competitor do?" and "What can he do?". There are four diagnostic elements in competitor analysis:

1. Analysis of the future goals of competitors,
2. Assessment of the current strategy of competitors,
3. An overview of the assumptions regarding competitors and the industry in which these companies operate,
4. An in-depth study of the strengths and weaknesses of competitors.

To help management scrutinize these elements, Porter offers four simple questions:

1. Is the competitor satisfied with his current position?
2. What are the likely moves or changes in strategy that the competitor will make?
3. What is the competitor's vulnerability?
4. What can provoke the biggest and most effective competitor retaliation?

FACTORS OF SOCIAL BEHAVIOR. These factors include changing expectations, attitudes and mores of society. Some of the factors that are currently important include prevailing societal sentiments towards entrepreneurship, the role of women and minorities in society, changing social attitudes of managers, and consumerism. It is often social factors that create the most big problems for the organization. To effectively respond to change social factors, the corporation itself must change, consciously transforming itself into an institution adapted to the new environment.

I. Aktashkina

strategic management,

Strategy development is a complex and time-consuming process. The basis for choosing a development program for any enterprise, not only commercial, but also public, municipal, is an analysis of the external environment of the organization. The effectiveness of this study determines the success of long-term planning. The article considers methods and tools for analyzing the external environment.

External environment

No organization can exist in a vacuum. It is influenced by dozens of external factors. Features of the "chameleon" of the external environment, which should always be taken into account, are dynamism, continuous movement and change. The market structure is moving into a different state, consumers have new preferences, exchange rates fluctuate, and new legislative acts are issued. If an enterprise is flexible, responsive and able to cope with change, then it is on the path to success.

Analysis of the external environment of the organization can be divided into two areas: the study of the "near" environment and the "far".

Analysis of the external environment of the organization

To achieve its own goals and flourish, it is not enough for a company to simply “monitor” the external environment, it is essential to be able to “see” and apply possible alternatives. On the way of the company there are always dangers and obstacles that must be avoided. The solution of these problems is carried out with a close study of the elements surrounding the company.



An analysis of the external environment of an organization is a study of the factors affecting the company in order to prepare a long-term list that reveals all existing and expected elements of opportunities and threats. The study of factors consists of two stages.

Management's work in this regard does not end with the definition of a list. Heads of departments will have to install new normative indicators based on the identified threats and develop a list of significant success factors for departments.

Significance and tools of analysis



On the basis of a study of the enterprise's environment, management receives a forecast of unplanned circumstances, develops measures to prevent dangerous market situations, and turns threatening factors into an alternative for development.

Strategic analysis of the external environment of the organization involves the solution of three problems.

The objects under study include products and their elements, the implementation of production tasks, development and marketing activities. The purpose of the study is to identify shortcomings that reduce the effectiveness of the implementation of functions and the achievement of planned outcomes.



Allocate the following tools analysis of the external environment of the organization:

• SWOT matrix;
• matrix of opportunities and threats;
• PEST analysis;
• environment profile;
• Porter's "5 forces of competition" model.

For studying competitive positions business areas, several approaches are used:

• matrix of the Boston Consulting Group;
• McKinsey system from General Electric;
• Arthur D. Little approach and others.

Methods for analyzing the external environment of the organization

In practice strategic management there are special research methods that study not just individual enterprises, but also industry complexes. The most popular are six areas.

	Characteristic
Functional cost	Associated with the study of products and production processes. Creates opportunities to reduce costs. Requires well-established marketing and financial-analytical activities in the company.
Benchmarking	Measurement and comparison of all stages of development and implementation of world-class products.
Business field research	Research of cash flows, investment activities. It is carried out for the entire organization, in areas of activity, in areas of work. Reveals how market strategies affect profits.
Classic comparative	Research in a specific period of time or static.
Comparative branch.	Various economic indicators one specific industry.
	It is based on absolute relative performance, indexes that are presented in tabular or graphical form.

Enterprises apply several methods in combination. Development options formed as a result of research allow you to create more accurate forecasts.



SWOT

A widely known and recognized approach is the SWOT analysis of the organization's external environment. Its big advantage is complex research, that is, the parallel study of external and internal elements of the environment. The term SWOT is deciphered according to initial letters English words: strength, weakness, opportunity and threat.

Application this method allows you to identify the relationship between the pros and cons of the business picture, to find the connection between developing and hindering the movement towards the goal factors. According to the SWOT approach, first, strengths and weaknesses are identified, then opportunities and threats. The list is developed on the basis of the situation in which the firm finds itself.

The second step is to highlight the relationships between the elements. The found links will be used in the preparation of the strategy. Links are established in parallel with the filling of the table.

SWOT matrix		External environment
		Opportunities
Internal environment		Measures that need to be implemented in order to realize the realization of opportunities in the implementation of organizational forces	Measures based on the elements of force and used to avoid dangers
	Weaknesses	Measures that are necessary to overcome weaknesses based on opportunities	Measures to Minimize Weaknesses to Avoid Dangers

PEST

PEST-analysis of the external environment of the organization is carried out in order to study external factors of indirect influence. The content of the method is easy to remember, since PEST includes elements of the environment from the spheres of politics, economics, society and technology.

Politics and Law	Economy	Society and culture	Technology
Legislative and state level factors: laws on taxes, antimonopoly and others; balance of power in politics; links between government and the business world.	Aspects manifested in the indicators of business activity of firms: inflation; interest rate; exchange rates; indicators of economic growth or recession.	Factors that determine living conditions, preferences of the population of the country and regions: birth rate; mentality; income of the population; living conditions; education; attitude to the profession; shopping preferences and habits.	Are driving force progress (R&D): discoveries; revolutions in production and information processing technologies; development of means of communication and transport; computerization.

All four types of factors intersect, so it is important to adjust the direction of the analysis. Changes in one direction lead to changes in the other: new opportunities or dangers.

How to evaluate information about the environment?



The final stage of research is the elaboration of the information collected along its course. The results are used as a basis for forward planning. The assessment is performed to identify anticipated debilitating and forward-looking effects on the firm.

Methods for analyzing the external environment of an organization allow many various ways estimates. Consider the "5 by 5" method proposed by A. Meskon. The meaning of the technique is to solve 5 tasks about 5 factors:

• What five elements of the external environment can you name, having information about the current state of the enterprise?
• What are the five most dangerous factors for a firm?
• Based on the available information about their plans, what five factors are significant for competing firms?
• What five factors are significant for the implementation of your chosen strategic programs?
• What are the five areas of opportunity for change that are beneficial to the organization?

In order to reasonably answer each question, it is necessary to accumulate information about the company's environment and make a forecast of the state. The second assessment methodology involves 4 questions containing the order of selection of factors important for the future.

• How is the factor able to influence the firm (weaken or strengthen)?
• Can the factor increase and how to monitor it?
• How much will it affect the business?
• Can influence weaken and when?

STEP analysis example

Let's analyze the external environment of the organization using the example of an enterprise. “Construction company “TOT” has been operating since 09/02/2010 on the territory of the Perm Territory. Formed as an LLC. The main areas of work include construction, repair of buildings and structures, additional - retail sales of construction, paintwork and other materials.

STEP-analysis of the external environment of a construction organization
The economic factors that affect the firm include: rising inflation; tax rates; season (peak construction and repair work falls in the summer); rising prices for energy carriers, transport, raw materials, communication costs.	Among the technological factors, we note: production capacity at the optimum level; improvement of competition technologies; information Technology; availability of new technologies and licensing.
Social factors include: the way of life of the inhabitants of the city and the region; representation of customers and the public about the company; information picture about the organization in the media.	Among the political factors we highlight: industry policy; legislative base of the market; anticipated legislative changes.

So turn Special attention necessary for significant factors related to the state of the economy and technology.

Example of a SWOT study

The purpose of the analysis of the external environment of the organization is the preparation of alternatives, directions for business development, resource allocation. Before filling SWOT tables preparing a list of elements internal environment across four segments (marketing, finance, manufacturing and organizational activity), with an estimate to highlight strengths. In addition, you will need a list of opportunities, threats with consequences and ways to avoid dangers. It is necessary to note the threat of non-use of opportunities.

Analysis of the factors of the external environment of the organization based on the SWOT matrix		External environment
		Opportunities: the expansion of the customer base; assortment expansion.	customer care; strength of competing firms; supplier losses.
Internal environment	reputation and fame in the area; financial stability; modern equipment; significant market share.	A field of power and opportunity. How will forces help to apply opportunities?	A field of strength and threat. How to use the forces of the enterprise to escape or minimize the dangers?
	Weaknesses: small staff and high staff turnover; the location of the office and store on the outskirts of the city; qualification level of personnel.	A field of weakness and opportunity. How to use the opportunities to overcome the weaknesses of the business?	A field of weakness and threat. How to get rid of weaknesses and eliminate dangers?

In all 4 fields, you need to study combinations of pairs from the external and internal environment, choose required field to prepare alternatives. An analysis of the external environment of the organization on the example of the enterprise "TOT" allows us to conclude that the matrix is ​​dominated by forces and threats, which means that the strategy requires the use of the features of the company's strength to overcome dangers.

The choice of the field of force and threat made as a result of the study does not cancel the obligatory work to eliminate weaknesses: reducing turnover, improving the skills of employees.

Conclusion



Environmental analysis is the basis of strategic planning, mission definition and corporate goals. The creation of plans cannot be carried out without such a tool as an analysis of the external environment of the organization. The case study of a construction firm shows how strategists can take control of business impact.

The study of the environment allows you to win invaluable time in the competitive struggle for forecasts, planning, development of measures to prevent threats and opportunities.

Assessment and analysis of the external environment

Having defined the mission and goals, management enters the diagnostic phase of the strategic planning process. The first stage is the study of the external environment, which is evaluated for three reasons.

1. To evaluate changes affecting different aspects of the current strategy. For example, the increase in rocket fuel prices has led to a number of problems for airlines.

2. To determine which factors pose a threat to the firm's current strategy. To prepare for potential threats, for example, monitoring the activities of competitors.

3. To determine which factors are great opportunities to achieve corporate goals by adjusting the plan. So, for example, did Holiday Inns, changing his strategic plan and going into the gambling business.

Analysis of the external environment The process by which strategic planners observe external factors and identify new opportunities and threats for the firm.

Analyzing the external environment allows an organization to proactively identify opportunities, plan for contingencies, develop early warning systems for threats and strategies to turn these threats into opportunities.

From the point of view of assessing threats and opportunities, the role of environmental analysis in the strategic planning process essentially boils down to answering three questions.

1. Where is the organization located now?

2. Where does management think it should be in the future?

3. What should management do to move the organization from its current position to where it wants to see it?

Threats and opportunities in the external environment can generally be broken down into seven areas: economics, politics, markets, technology, competition, the global situation, and social habits (Figure 9.3).

Rice. 9.3. Environmental factors

Economic forces

Current and Forecast economic conditions can greatly affect the goals of the organization. Some factors need to be constantly diagnosed and assessed: the rate of inflation or deflation, the level of employment, the international balance of payments, the stability of the dollar, and the tax rate. All of them can carry either a threat or a new opportunity for the company, and what for one organization will be a threat, another will perceive as an opportunity. For example, during an economic downturn, auto parts companies tend to thrive. Why? Because consumers prefer to repair old cars rather than buy new ones.

Political factors

The active participation of business leaders and firms in the political process is a clear indication of the importance of politics to them. In particular, management should be interested in local, state, and federal government regulations, politicians' attitudes toward antitrust, employment restrictions, the availability of loans, and tariff and trade agreements. The government is constantly and actively involved in business matters, and organizations should keep a close eye on political activities.

Market factors

The changing market environment is an area of ​​constant concern for organizations. The analysis of this environment includes many factors that directly affect the success or failure of the organization: changing demographics, product life cycles, income distribution of the population, the level of competition in the industry, etc. The analysis of market factors allows management to refine their strategies and strengthen the firm's position in competitive struggle. For example, rising wealth in the United States and Canada has led to an increase in demand for leisure goods, which is met by firms such as Club Med have flourished.

Technological factors

In the 1970s, E. Toffler proposed the term "future shock", which defines the devastating stress and disorientation experienced by individuals due to the impact of too abrupt and rapid changes. Changes in the technological environment can put an organization in a hopeless competitive position. Fast technical progress does not affect all organizations, but management must definitely determine what technological factors can lead to a devastating “future shock” for the company. For example, release paper bags has always been considered a stable business, but the development of plastic bag production technologies and the stabilization of oil prices (this production is based on the use of oil) have led to serious problems in the industry.

Factors of globalization

Most large firms and thousands of small firms operate internationally, and their managers need to continually assess changes in this broader environment. Threats and opportunities here arise from the availability of raw materials, the activities of foreign cartels (such as OPEC), exchange rate fluctuations and the policies of countries acting as investees or host markets.

corporate strategy or public policy other countries may be aimed at protecting or expanding a particular company or industry. In light of the strategy chosen by competitors, a firm's strategy may be to strengthen its domestic market, to defend against foreign competitors by the state, or to increase its global presence.

Competition factors

No organization can ignore the actual and potential reactions of its competitors. Professor M. Porter broke down competitor analysis into clear questions that managers need to answer: “What drives a competitor?”, “What are his actions and what can he do?” The analysis in this case includes the diagnosis of four elements: 1) analysis of the future goals of competitors; 2) evaluation of their current strategy; 3) an analysis of the assumptions about competitors and the industries in which they operate; and 4) a comprehensive study of the strengths and weaknesses of competitors. Porter offers four simple questions to help managers explore these elements.

1. Is the competitor satisfied with his current position?

2. What are the likely actions or changes in strategy that the competitor will take?

3. What is the competitor's vulnerability?

4. What can provoke the most serious and effective countermeasures from a competitor?

Social Habit Factors

These factors include changing expectations, attitudes and mores of society. Today, the most important of these are considered to be the prevailing attitude towards business in society, the role of women and minorities in society, the changing social attitudes of managers and consumerism. They tend to create the biggest problems for organizations. In order to effectively respond to changing social factors, the corporation itself must change, deliberately transforming itself into an institution adapted to the new external environment.

PUVS

As a result of the analysis of the external environment, the organization can create an overall picture, the so-called PUVS - a profile of threats and opportunities of the external environment. It includes factor weighting (assessing the significance of each factor for a given organization) and assessing the impact of each factor on the organization. An example of PUVS is given in Table. 9.4.

After conducting an analysis using the RSP, management needs to evaluate the strengths and weak sides of your organization.

Table 9.4. Threat and Opportunity Profile (ETEP)



1 Weight from +5 (very positive) to 0 (neutral) to -5 (very negative).

2 Influence: +50 or more (high influence, opportunity) to 0 (no influence, neutral influence) to -50 or less (high influence, great threat).

The greatest opportunities of this organization are provided by its technological power, the greatest threat comes from global competition.

From the book Comprehensive Economic Analysis of the Enterprise. Short course author Team of authors

9.7. Analysis and assessment of the impact of inflation on sales profits Inflation is characterized by depreciation of the national currency and a general increase in the price level within the country. Inflation rates are measured using price indices. Price growth rates for different groups goods

author Litvinyuk Anna Sergeevna

25. Analysis of fixed capital and evaluation of the effectiveness of its use Fixed capital is part of financial resources(own and borrowed capital) organizations invested for the acquisition or creation of new fixed assets of production and

From book Economic analysis author Litvinyuk Anna Sergeevna

40. Analysis and assessment of the borrower's creditworthiness Creditworthiness is: from the point of view of the borrower - the ability to make a credit transaction, the ability to timely repay the loan received; from the standpoint of the bank - the correct determination of the amount of allowable

From the book Economic Analysis author Litvinyuk Anna Sergeevna

54. Analysis and evaluation of cash flows from investment activities

From the book Pricing author Shevchuk Denis Alexandrovich

5.1.3. Analysis and assessment of demand, its elasticity When justifying the price in the consumer goods market, it is necessary to study its relationship with demand, which determines the upper limit of the price, since its unreasonable level (high or low) affects the volume of demand.

From the book Pricing author Shevchuk Denis Alexandrovich

5.1.4. Cost analysis and evaluation

From the book Microeconomics: lecture notes author Tyurina Anna

4. Uncertainty of the external environment The market economy, along with all the advantages, has a number of negative aspects. During the existence of the planned command-administrative system, the supply and distribution of manufactured products was carried out

From the book Audit. cheat sheets author Samsonov Nikolai Alexandrovich

54. Inventory, laboratory analysis and peer review Inventory means checking objects in nature by organoleptic means. The essence of this technique is that the presence of control objects is established by means of their visual study by inspection, measurement,

From book Foreign economic activity: training course author Makhovikova Galina Afanasievna

9.2. Analysis and evaluation of the future partner The stage of analytical work begins after the completion of the preliminary selection of partners and the collection of information about them. Its purpose is to assess the suitability of partners included in the preliminary list for organizing cooperation. big

From the book How to save on marketing and not lose it author Monin Anton Alekseevich

PEST-analysis of the external environment of the enterprise The development of an organizational strategy begins, first of all, with an analysis environment organizations - economic, social, political and legal. To do this, use PEST-analysis (PEST is an acronym for political - political,

From the book Marketing Management author Dixon Peter R.

Marketing and analysis of the external environment It is important to determine who should carry out the analysis of the external environment of the market. It seems appropriate to start this process from the bottom up, involving lower-level marketing managers, market researchers and salespeople in it,

From the book Management. Crib the author Druzhinina N G

72 COMPREHENSIVE ANALYSIS OF THE CULTURAL EXTERNAL ENVIRONMENT Cultural analysis is the most complex and responsible from the point of view of the organization. The purpose of cultural analysis is to solve the problem optimally effective work firms, taking into account the characteristics of the national

From the book Execution: A Goal Achievement System by Bossidy Larry

What is an assessment of the state of the external environment? Any business operates in unstable political, social and macroeconomic conditions, therefore, in strategic plan all external assumptions on which management is based should be clearly stated. Leaders

From the book Visualize It! How to use graphics, stickers and mind maps for teamwork by Sibbet David

The Importance of Monitoring Environmental Factors When planning, it is always important to see the big picture, including external factors and strength. It is in this situation that it is desirable to hold a working meeting using large panels illustrating the external environment. Such

From the book Fundamentals of Management author Mescon Michael

Characteristics of the external environment An organization can be influenced by many environmental factors. Emphasizing their diversity, researchers J. Steiner and J. Miner write: “In the past, managers focused on economic and specifications. But in recent

From the book Economic Analysis author Klimova Natalia Vladimirovna

Question 19 Analysis and assessment of the level of organization of production and management Analysis of the level of organization of production is carried out in two groups of indicators: indicators of the level of organization production processes(level of service, timeliness of provision