Analysis of factors of the internal and external environment of the enterprise. Analysis of factors of the internal and external environment of the enterprise 4 analysis of the external and internal environment of the organization

(test, abstract, tests)

on the course "Management"

topic: Analysis of the external and internal environment of the organization

Completed:

Checked:___________________

_____________________________


Introduction

1. The concept of "business environment"

2. Analysis of the internal environment

3. Analysis of the external environment

3.1 External microenvironment (direct exposure environment)

3.2 External macro environment (environment of indirect impact)

4. Methods for analyzing the internal and external environment of the organization

4.1 SWOT analysis

4.2 SNW analysis

4.3 PEST analysis

4.4 Environment profile

4.5 Weighting method for each factor

Conclusion

Bibliography

Introduction

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 problem of the relationship between organization and 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. This served as the starting point for the intensive use of a systematic 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 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. But the resources of the external environment are not unlimited. And they are claimed by many other organizations that are in the same environment. Therefore, there is always the possibility that the organization will not be able to obtain the necessary resources from the external environment. This can weaken its potential and lead to many negative consequences for the organization. The task of strategic management is to ensure such an interaction of the organization with the environment that would allow it to maintain its potential at the level necessary to achieve its goals, and thus enable it to survive in the long term.

In order to determine the strategy of the organization's behavior and put this strategy into practice, management must have an in-depth understanding not only of the internal environment of the organization, its potential and development trends, but also of the external environment, its development trends and the place occupied by the organization in it. At the same time, the external 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 achieving them.

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.

1. The concept of "business environment"

12. www. sbmanagement. people. en


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Analysis of the internal and external environment is very important for the development of an organization's strategy and a very complex process that requires influential monitoring in the process environment, assessing factors and establishing links between factors and those strengths and weaknesses, as well as opportunities and threats that are contained in the external environment. .

The internal environment of the organization is the situational factors within the organization. The manager forms and changes, when necessary, the internal environment of the organization, which is an organic combination of its internal variables. But for this he must be able to distinguish and know them.

Internal variables are situational factors within an organization. Since organizations are systems created by people, internal variables are mainly the result of managerial decisions. This, however, does not mean that all internal variables are fully controlled by management. Often the internal factor is something "given" that management must overcome in their work. The management mechanism is focused on achieving optimal interaction of all levels of management and functional areas of management for the most effective achievement of the intended goals. The main variables within the organization itself that require management attention are goals, structure, tasks, technology, and people.

Goals are specific, end states or desired outcomes that a group seeks to achieve by working together. The main purpose of most organizations is to make a profit. Profit is a key indicator of an organization. The Civil Code of the Russian Federation fixed that the main goal of commercial organizations is to make a profit. The goals are developed by the company's management and brought to the attention of managers at all levels, who, in the process of coordinating joint activities, use a variety of means and methods to achieve them.

The structure of the organization is a logical relationship between management levels and functional areas, aimed at establishing clear relationships between the individual divisions of the company, the distribution of rights and responsibilities between them, built in such a form that allows you to most effectively achieve the goals of the organization. It implements various requirements for improving the management system, which are expressed in various management principles.

Tasks - a specific work, a series of works that must be completed in a predetermined way in a predetermined time frame. Tasks are continuously becoming more complex as the scale of production grows, requiring the provision of ever-increasing amounts of resources - material, financial, labor, etc. The whole variety of the internal environment of an enterprise can be reduced to the following enlarged areas:

*production;

*Marketing and Logistics (MTS);

*financial management, accounting and reporting;

*general management.

Such a division into areas of activity is conditional and is specified in the general and production organizational structures. At our level of consideration, these areas of activity are connected by the main information flows in enterprise management.

A deep and thorough analysis of the internal environment is a necessary prerequisite for making managerial decisions. Economic information is a concrete expression of the processes occurring within the company. Without such information and its analysis, the effective functioning and development of the production and marketing activities of the company is impossible.

One of the main "tools" of management - a systematic approach - prescribes the origins of the problems that arise in the work of the organization, to look primarily outside of it, in the external environment. Many "internal" problems of our enterprises are caused by "external" reasons - imperfection of legislation, inconsistency of macroeconomic processes, unreliability of partners, distrust of customers, aggressiveness of competitors. The importance of the external environment for the enterprise cannot be overestimated. It is she who "forces" to look for his "niche" in the market space, determines the strategy and tactics, the internal structure of the enterprise, the direction of its development.

The external environment is a set of active economic entities, economic, social and natural conditions, national and interstate institutional structures and other external conditions and factors operating in the environment of the enterprise and affecting various areas of its activity. The external environment depends on external and internal factors of influence.

External factors of influence - conditions that the organization cannot change, but must constantly take into account in its work: trade unions, government, economic conditions. In terms of the number of external factors an organization is forced to respond to, if it is under pressure from government regulations, frequent renegotiation of union contracts, multiple interest groups, multiple competitors, and accelerated technological change, it can be argued that the 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. Similarly, when it comes to a variety of factors, an organization that uses only a few inputs, a few specialists, and does business with only a few firms in its country, should consider the conditions of collateral to be less complex than an organization that does not have these parameters.

The complexity of the external environment is the number of factors to which the organization must respond.

The management apparatus of the company usually seeks to limit the consideration of the external environment in the first place to those factors on which the efficiency of the company at a particular stage depends decisively. Decision-making depends on the breadth of coverage of information about the state of the external environment and the action of its various factors. The classification of environmental factors due to their diversity is quite different and it can be based on various principles. Adhering to the generally accepted classification in management, we can propose the following classification of direct and indirect impact:

The nature and state of market relations;

the economic factors of the firm;

regulation of entrepreneurial activity;

general economic;

general political.

The external environment can be characterized by the following qualities:

The interconnectedness of factors;

complexity;

· mobility;

· Uncertainty.

Like the factors of the internal environment, the factors of the external environment are interrelated. The interconnectedness of environmental factors is understood as the level of force with which a change in one factor affects other factors. Just as a change in any internal variable can affect others, a change in one environmental factor can change others.

The interrelationship of environmental factors is the level of force with which a change in one factor affects other factors.

The complexity of the external environment is understood as the number of factors to which the organization is obliged to respond, as well as the level of variability of each of them.

Environmental fluidity is the rate at which change occurs in an organization's environment. The external environment is not constant, it changes all the time. Many researchers have pointed out that the environment of modern organizations is changing at an accelerating rate. However, while this trend is general, there are organizations around which the external environment is particularly fluid. In addition, the mobility of the external environment may be higher for some departments of the organization and lower for others. Given the complexity of operating in a highly mobile environment, an organization or its departments must rely on more diverse information to make effective decisions about their internal variables. This makes decision making more difficult.

The uncertainty of the external environment is a function of the amount of information that an organization has about a particular factor, as well as a function of the confidence in this information.

The changes that take place in the world commodity markets and in the world economy as a whole directly affect the economic activities of individual firms using various means, forms and methods of adaptation to the external environment. In each country, they are multivariate, which depends on specific economic conditions, traditions, the degree of orientation towards the foreign market, and many other factors. It is the analysis of the external environment, based on multivariate calculations of the profitability and efficiency of the production of certain types of products and the activities of the company as a whole, that makes it possible to take into account the specific conditions of the external environment by using flexible forms of links between all management functions and directly influence the entire business cycle R&D - production - sales .

The analysis of the external environment requires constant attention on the part of managers, so it is based on the study of a large amount of information and requires specification in order to make the right and timely decisions.

Analysis of the external environment is a process designed to control external environmental factors in order to determine the prospective opportunities for the organization and the dangers that threaten it.

SNW- analysis is an advanced SWOT analysis.

Strength (strong side),

Neutral (neutral side),

Weakness (weak side).

Unlike the SNW strengths and weaknesses analysis, the analysis also suggests an average market condition (N). The main reason for adding a neutral side is that "often, to win the competition, it may be sufficient to have a given organization relative to all its competitors in all but one of its key positions in state N, and only one in state S."

PEST analysis

PEST analysis is a tool designed to identify:

political (Policy),

economic (Economy),

social (Society),

technological (Technology) aspects of the external environment that may affect the strategy of the company. Politics is studied because it regulates the power, which in turn determines the environment of the company and the receipt of key resources for its activities. The main reason for studying the economy is to create a picture of the distribution of resources at the state level, which is the most important condition for the activity of an enterprise. No less important consumer preferences are determined using the social component of PEST - Analysis. The last factor is the technological component. The purpose of her research is considered to be the identification of trends in technological development, which are often the causes of changes and market losses, as well as the emergence of new products.

The main provisions of PEST-analysis:

The strategic analysis of each of these four components should be quite systematic, since all these components are closely and intricately interconnected.

You can not rely only on these components of the external environment, since real life is much wider and more diverse.

PEST Analysis is not common to all organizations, as each of them has its own specific set of key factors.

The task of management is to ensure the maintenance of a sustainable balance in relations between the organization and the external environment by creating a product and exchanging it in the external environment for the resources necessary to ensure the life of the organization. In the process of analyzing the interaction of an organization with the external environment, it is important, first of all, to understand how the organization should behave in the long term in order to ensure its sustainable existence.

In the external environment, dynamic processes of change are constantly taking place: something disappears, something appears. One part of these processes opens up new opportunities for the organization, creates favorable conditions for it. The other part, on the contrary, creates additional difficulties and limitations. In order to successfully survive in the long term, an organization must be able to anticipate what difficulties may arise in its path in the future and what new opportunities may open up for it. Therefore, when studying the external environment, managers should focus on finding out what threats and what opportunities for their business are fraught with the external environment.

Any organization is formed and functions not "in an airless space", but within the framework of some environment. The "habitat" of the organization can be conditionally divided into two parts: the external environment in relation to the organization (the macro environment and the immediate environment) and the internal environment. Consumers, resellers, competitors, resource providers, government agencies, trade unions, social and political organizations and similar structures and groups in one way or another interact with the organization and exert their influence on it. In turn, the ability of the organization to exert a counter influence on them is most often either significantly limited or absent altogether. Each action of all organizations without exception is possible only if the external environment "allows" its implementation.

The organization's environment, with which it has to take into account when determining and performing its actions, is called the "external environment". It is customary to distinguish between:

Extra environment (for example, global trends that exist in

on a global scale);

Macro-environment (factors influencing the activities of the organization,

manifested at the scale of the country or region);

Microenvironment (business environment of the organization).

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 and development.

But the resources of the external environment are not unlimited. And they are claimed by many other organizations that are in the same environment. Therefore, there is always the possibility that the organization will not be able to obtain the resources it needs from the external environment. This can weaken its potential and lead to many negative consequences for the organization.

The task of strategic management is to ensure such interaction of the organization with the external environment, which would allow it to maintain its potential at the level necessary to achieve its goals, and thereby give it the opportunity survive in the long run.

In order to determine the strategy of the organization's behavior and implement this strategy, management must have an in-depth understanding not only of the internal environment of the organization, its potential and desirable development trends, but also of the external environment, its development trends and the place occupied by the organization in it.

At the same time, the external environment is studied primarily in order to identify those threats and opportunities that the organization must take into account when defining its goals and managing the process of achieving them.

Macro environment analysis

The macro environment determines the most general ("framework") conditions for the organization's activities in the external environment. In most cases, the macro environment does not have any special (specific) character, in relation to a single organization, i.e. appears to be approximately the same for all organizations of this type. But due to differences both in the areas of activity and in the internal potential of organizations, the degree of influence of the macro environment on each of them individually may have some differences and features.

The external environment is usually considered as a combination of two environments: the macro environment (macro environment) and the immediate environment (the organization's business environment).

This process is called STEP-analysis (social, technological, economic and political factors).

Economic factors of doing business

Economic relations in the macro environment determine for the organization, first of all, how resources are formed and distributed. The study of the economic situation involves the analysis of a number of indicators: the value of the gross national product, inflation rates, unemployment, interest rates, labor productivity, taxation rates, balance of payments, trends in accumulation and consumption, etc.

When studying economic factors, it is important to pay attention to such factors as the general level of economic development, extracted natural resources, climate, type and degree of development of competitive relations, population structure, the level of education of the labor force and wages.

When studying the listed indicators and factors to justify a strategic choice, it is not the values ​​of the indicators as such that are of interest, but the main trends, i.e. what business opportunities it gives in the future.

Also, the focus of strategic analysis is the identification of potential threats to the company, which can be "masked" in certain parameters of the economic situation.

It often happens that opportunities and threats go hand in hand. For example, the low price of labor, on the one hand, can lead to lower costs. But, on the other hand, it is fraught with the threat of reducing the quality of labor.

The analysis of the economic situation should in no case be limited only to the analysis of its individual components, but should be aimed at a comprehensive assessment of its state. First of all, this is an assessment of the degree of competition intensity and the level of business attractiveness for certain markets, the degree and types of risks, etc.

Social factors of doing business

The study of the social situation of the macro environment is aimed at understanding the impact on business of such phenomena and processes as the cultural norms existing in society and the values ​​shared by people, people's attitude to the quality of life and work, the demographic structure of society, population growth, education level, labor mobility and so on. The peculiarity of the social component is that it “indirectly” affects both other components of the macro environment and the internal environment of the organization.

Another distinctive feature of social processes is that they proceed relatively slowly and not always in an "explicit" form, but often lead to many very serious changes in the environment of the organization. It is these processes that have the greatest influence on the formation of consumer preferences, on which the direction and magnitude of consumer demand depends very much, and, consequently, the level of the most serious commercial risk - the risk of lack of demand for products.

Therefore, the organization must seriously monitor the social trends that are significant for it and be prepared in advance for the onset of their possible consequences.

labor market

Analysis of the labor market is aimed at identifying its potential and limitations in providing the organization with the personnel it needs to solve its problems. The organization should study the labor market both in terms of the availability of the necessary specialty and qualifications in this personnel market, the required level of education, age, gender, etc., and in terms of the cost of labor.

An important direction in the study of the labor market is the analysis of the policies of trade unions that influence this market, since in some cases they can greatly complicate access to the labor force necessary for the organization.

Technological factors of doing business

The analysis of the technological block allows us to see in a timely manner the opportunities that the development of science and technology opens up for improving products and modernizing the processes of their manufacture and marketing. The development of science and technology brings both great opportunities and no less serious threats to existing businesses.

Many organizations fail to see the new perspectives that are opening up, as the technical capacity to implement fundamentally new (fundamental) changes is mainly created outside the industry in which they operate. Being late with modernization or not daring to implement fundamental changes, they lose their market share, which can lead to extremely negative consequences for them.

Tracking the process of technology development is important not only because it is necessary to start using new technological advances in time, but also because the organization must anticipate and predict the most appropriate moment to abandon the used (traditional for it) technology. This means that the process of studying the technological component of the macro-environment should contribute to the choice of such solutions that allow not to be late with the start of technological renewal and not to stay too long using the once advanced technology and producing the once new product.

Legal Regulations and Restrictions

The study of laws and other regulations that establish the legal rules and framework of business relations, gives the organization the opportunity to determine for itself the acceptable boundaries of action and acceptable methods for defending its interests.

It is very important to clarify the extent to which legal norms are mandatory, as well as whether they apply to all organizations or whether there are exceptions to the rules, and finally, to clarify how inevitable the application of sanctions to the organization in case of violation of legal norms on its part.

Political factors of doing business

The key process of the political component of the macroenvironment is the struggle of social groups for power. Power, in turn, is connected with the regulation of how money circulates.

Power, on the one hand, determines how money is accessed, and, on the other hand, how and in what amount money is alienated from organizations for state needs. Both of these processes are a source of both opportunities and threats to the functioning of the firm.

The political component of the macro-environment should 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 will implement its policy. Therefore, you can find new business opportunities if you know:

  • what programs various party structures are trying to put into practice;
  • what lobbying groups exist in public authorities;
  • how the government treats various sectors of the economy and regions of the country;
  • what changes in legislation and legal regulation are possible as a result of the adoption of new laws and new rules governing economic processes.

At the same time, it is important to understand the basic characteristics of the political system: what ideology determines the policy of the government, how stable it is, whether it is able to carry out its policy, what is the degree of public discontent and how strong are the opposition political structures.

General features of the study of individual factors

When studying various environmental factors, it is very important to always keep in mind the following two points.

First - it is that all components of the macroenvironment strongly influence each other. Changes in one of the components necessarily lead to the fact that a little earlier or a little later there are changes in other components of the macro environment. Therefore, their study and analysis should be carried out systematically, with an understanding of how these changes will affect other components of the macro environment.

Second - this is that the degree of impact of individual components of the macro environment on different organizations is not the same. In particular, the degree of influence depends on the size of the organization, its industry affiliation, geographic location, etc. 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 the most significant impact on its activities.

In addition, the organization must make a list of those external factors that are potential carriers of 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.

Environmental monitoring system

To study the trends of the macro environment, it is advisable to create a special system for monitoring changes in the external environment in the organization. This system should carry out both conducting special observations related to some special events, and conducting regular (usually once every six months or a year) assessments of the state of external factors important for the organization.

Observations can be made in many different ways. The most common methods of observation are:

  • analysis of materials published in periodicals, books, other information publications;
  • analysis of published normative documents;
  • participation in professional conferences;
  • studying the opinions of employees of the organization;
  • holding meetings and discussions within the organization.

The study of the macroenvironment should not be limited to

a statement of the state in which it was before or is now. It is important to uncover the trends that are characteristic of the change in the state of certain important factors, and try to predict the direction and intensity of the development of these factors in order to foresee what threats the organization can expect and what opportunities may open up for it in the future.

Analysis of the organization's business environment

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, to a certain extent, correct the nature and content of this interaction and thereby actively participate both in the formation of additional opportunities and in the prevention of threats to its further existence.

Client base of the organization

The analysis of the population of buyers and customers primarily aims to determine (clarify) the profile of those who buy products or services sold by the organization. Studying the profile of buyers allows the organization to better understand what product will be perceived favorably by them, what sales volume the organization can expect, to what extent buyers are committed ("loyal") to the product of this particular organization, how much it is possible to expand the circle of potential buyers, what the product expects in future and much more.


The profile of the buyer (client) can be compiled according to the following characteristics (parameters):

  • geographic location;
  • demographic characteristics (age, education, field of activity, etc.);
  • socio-psychological characteristics (position in society, style of behavior, tastes, habits, etc.);
  • the attitude of the buyer to the product (why he buys this product, whether he himself is a user of the product, how he evaluates the product, etc.).

By examining the profile of buyers, the firm also understands for itself how strong their position is in relation to it in the bargaining process (in other words, what is their “market power”). If, for example, the buyer has a limited opportunity to choose the seller of the goods he needs, then his ability to bargain is significantly lower. On the other hand, the seller should strive to create conditions that would leave the buyer less freedom in choosing a seller.

Factors of interest include:

  • the volume of purchases made by the buyer;
  • level of customer awareness;
  • availability of substitute products;
  • the cost to the buyer of switching to another seller;
  • the sensitivity of the buyer to price, depending on the total cost of his purchases, on his orientation towards a certain brand, on the presence of certain requirements for the quality of the goods and the amount of his income.

At the same time, it is important to pay attention to who pays, who makes the purchase decision and who consumes, since it is not necessary that the same person combines all these three functions.

Supplier Relations

The analysis of suppliers is aimed at identifying the determining factors in the activities of entities that supply the organization with various raw materials, semi-finished products, energy and information resources, finance, etc., on which both the stability of the organization itself and the cost and quality of the product produced by the organization depend.

Suppliers of materials and components, if they have the ability to coordinate their actions, can make the organization very dependent on themselves. Therefore, when choosing suppliers, it is important to build relationships with them that would ensure that the organization has a minimum dependence on its traditional suppliers.

The “competitive strength” of a supplier depends on the following factors:

  • the level of differentiation of goods and services of the supplier;
  • switching costs for a supplier to other customers;
  • the degree of dependence of the buyer in the acquisition of certain resources;
  • the focus of the supplier on working with specific customers;
  • the importance for the supplier to maintain sales volume for a particular customer.

When studying the degree of dependence of an organization on suppliers of materials and components, first of all, attention should be paid to the following characteristics of their activities:

  • the cost of the goods supplied;
  • quality assurance of the supplied goods;
  • fulfillment of the schedule for the delivery of goods;
  • punctuality and obligatory fulfillment of other conditions for the delivery of goods.
  • Competitive environment of the enterprise

Studying competitors, i.e. those with whom the organization has to fight for the buyer and for the resources that it seeks to obtain from the external environment, has the goal of identifying the weaknesses and strengths of competitors and, taking this into account, build its strategy to compete with them.


In any sector of the economy, the intensity and severity of competition is determined (according to M. Porter) by five forces:

  • ? the threat of new competitors;
  • ? the threat of the emergence of substitute products;
  • ? the ability of component suppliers to bargain;
  • ? the ability of buyers to bargain;
  • ? competition between existing competitors. Market potential and its attractiveness for the manufacturer

determined by the interaction of these forces. Their interaction is described in the so-called Porter model.

The emergence of new competitors is a threat that a firm operating in the market must seek for itself. lower, creating so-called ENTRY BARRIERS.

Entry barriers usually mean various kinds of restrictions (including those created artificially) for the emergence of new potential competitors on the market, determined by:

  • ? The strength of the brand those. the degree of commitment to some brand already offered on the market by buyers;
  • ? production scale, at which activity in this market becomes profitable;
  • ? capital requirements for the development of production and advertising campaign;
  • ? legal protection(patents, licenses);
  • ? Access to sales networks and so on.

Who can be potential competitors? First of all, these are firms operating outside the market under consideration, but which can easily overcome entry barriers, as well as:

  • ? firms for which entering a new market will give a SYNERGIC EFFECT;
  • ? firms for which this is a logical development of their strategy;
  • ? customers or suppliers who, in order to strengthen their position in other markets, can integrate “forward” or “backward” (i.e. “absorb” raw material suppliers or the marketing structures they need).

The competitive environment is formed not only by intra-industry competitors producing similar products and selling them in the same market. The subjects of the competitive environment are those firms that, in principle, can enter the target market for the organization, as well as those that produce a replacement product (satisfying the same needs, but in a different way).

How much competition is felt in our business and how it can develop in the future?

The threat of new competitors

  • Aggravation of the struggle for market share
  • Innovation in marketing or production
  • Introduction of additional production capacities
  • Price expansion
  • Expansion of "players" from other industries through buying up small competitors

Threat of substitute products

The word "substitutes" refers to goods that satisfy the same basic needs, but in different ways.

A question of questions: how difficult or expensive can it be for consumers to switch to a replacement product, and to what extent does the availability of a substitute “set” a price ceiling in the industry?

Sources of "strength" of the client

  • Clients are able to form a "consolidated" group
  • The dominant volume of purchases is carried out by one or more customers
  • The manufacturer has only standard products;
  • Customers have the opportunity to change the supplier (seller);
  • The client himself can become a manufacturer of what he buys

Sources of "strength" of suppliers

  • High dependence of the firm on specific suppliers
  • High degree of vendor product differentiation
  • The need for high costs for the client when switching to another supplier
  • The real likelihood that the supplier will start producing products himself

with a higher added value and stop selling semi-finished products

The actions of manufacturers of mixed products can turn into a very big danger, primarily because the processes of creating such products most often lie outside the sphere of traditional attention. Substitute goods, as it were, perform the same functions for the same group of consumers, but are based on other technologies that are not typical for this industry and can even initially be developed for completely different markets. They pose a constant threat, especially if advances in technology can make their use more profitable or cheaper.

It is also important to note that the threats of substitute products are not always obvious. They can appear in industries that are very far from traditional ones. Therefore, it is necessary to develop a system for tracking those technological advances that can lead to the emergence of substitute products, and through this, to radically change the situation in a particular industry. The appearance of a substitute can simply destroy the market for a traditional product.

Therefore, in order to be able to adequately meet the challenge from firms that produce a replacement product, an organization must either have sufficient capacity to move to create a fundamentally new type of product, or “alternate airfields” in other markets.

Buyers in some cases also have certain opportunities to influence their suppliers:

  • ? when they join in group, making a large volume of purchases;
  • ? when purchases seriously affect the level of the client's own costs;
  • ? when goods are poorly "differentiated" and can be bought from other suppliers;
  • ? when the costs associated with changing suppliers are insignificant for the client;
  • ? when customers are well informed about the demand, real prices and costs of the supplier.

Suppliers also have the ability to win better terms from their customers and even influence the profitability of their production if the latter cannot compensate for the increased costs due to the actions of the suppliers by increasing the price. The problems here are roughly the same as those considered in relation to the possibilities of influence on the part of clients.

Many firms do not pay due attention to the possible threat from the "players" who have newly come to their market, and therefore often lose in the competition to them. It is very important to remember this and to form barriers to entry in the way of potential “aliens” in advance.

These barriers can be:

  • in-depth specialization in the production of the product;
  • availability of patent and licensing restrictions;
  • low costs due to economies of scale;
  • control over distribution channels;
  • the use of local features that give an advantage in competition, etc.

It is very important to know well what barriers can really prevent a potential competitor from entering the market, and try to “build” precisely these barriers.


MINISTRY OF EDUCATION AND SCIENCE OF THE RUSSIAN FEDERATION

FEDERAL STATE BUDGET EDUCATIONAL INSTITUTION OF HIGHER PROFESSIONAL EDUCATION

SAINT PETERSBURG STATE UNIVERSITY OF ECONOMY

DEPARTMENT OF MANAGEMENT AND PLANNING OF SOCIO-ECONOMIC PROCESSES NAMED AFTER YU.A. LAVRIKOV

COURSE WORK

Analysis of the external and internal environment of the organization

Discipline: THEORY OF MANAGEMENT

Completed by a student

Selyuzhitskaya Ekaterina Gennadievna

Head Novikova Yulia Andreevna

SAINT PETERSBURG

Introduction

Theoretical foundations of the analysis of the external and internal environment of the organization

1 The concept and meaning of the internal and external environment of the organization

3 Organizational environmental factors

Analysis of the internal and external environment of the organization

1 SWOT analysis

2 Strategic analysis of the internal environment: SNW analysis

3 Strategic analysis of the macro environment: PEST analysis

Conclusion

List of sources used

INTRODUCTION

Every organization is located and operates in the environment. Each action of all organizations without exception is possible if the environment allows its implementation. 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 both the internal environment, its potential and development trends, and the external environment - this is the relevance of this topic.

The internal environment of an organization is the source of its lifeblood. It lies in itself the potential that enables the organization to function.

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. At the same time, both the internal environment and the external environment are 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 achieving them.

The purpose of this work is to assess the influence of factors of the external and internal environment on the behavior of the organization.

To achieve this goal, it is necessary to solve the following tasks:

Formulate the concept and determine the meaning of the internal and external environment of the organization;

Determine the direction of analysis of the internal environment of the organization;

Identify the factors of the external environment of the organization;

Explore methods for analyzing the internal and external environment of the organization: SWOT-analysis, SNW-analysis, PEST-analysis;

Conduct a SWOT-analysis of the activities of OJSC "Belacard" and develop recommendations for developing a development strategy for this enterprise.

The subject of the study is the factors and conditions of the external and internal environment of the organization.

The object of the study is the production and economic activity of Belcard OJSC.

In the course of writing the work, such research methods as analysis and synthesis were used to achieve the goals and objectives.

During the study, periodicals, textbooks and works of such authors as: Velesko E.I., Vikhansky O.S., Demchuk O.N. and etc.

This work consists of two chapters. The first chapter reveals the theoretical foundations of the analysis of the external and internal environment of the organization. In the second chapter, methods for analyzing the internal and external environment of an organization are considered and a SWOT analysis of the activities of a particular organization is carried out.

1. THEORETICAL FOUNDATIONS FOR ANALYSIS OF THE EXTERNAL AND INTERNAL ENVIRONMENT OF THE ORGANIZATION

1 The concept and meaning of the internal and external environment of the organization

Every organization is located and operates in the environment. Each action of all organizations without exception is possible only if the environment allows its implementation.

Various definitions of the external and internal environment of an organization can be found in the literature. Let's consider some of them:

Kabushkin understands situational factors within the organization as the internal environment of the organization, such as the goals of the organization, organizational structure, tasks, technology and people.

All internal variables are interconnected. Changing one of them to some extent affects all others. Improvements in one variable, such as technology, may not necessarily lead to productivity improvements if those changes have a negative impact on another variable, such as people.

Wikhansky gives the following definition: the internal environment of the organization is the source of its vitality. It contains the potential that enables the organization to function, exist and survive in a certain period of time.

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.

External environment. J. Bell defines it as follows: "The external environment of the organization includes such elements as consumers, competitors, government agencies, suppliers, financial institutions and sources of labor resources."

The external environment in management should be understood as a set of interrelated external factors that change properties that affect the organizational system.

External factors are basically uncontrollable forces that affect the decisions and actions of managers and, ultimately, the internal structure and processes in the organization.

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. However, the resources of the external environment are not unlimited and are claimed by many organizations located in the same environment. Therefore, there is always the possibility that the organization will not be able to obtain the necessary resources. This can weaken its potential and lead to many negative consequences for the organization.

The external environment is usually divided into the following components:

The microenvironment has a direct impact on the enterprise.

The macro environment affects the enterprise and its micro environment.

The generalized characteristics of the external environment include:

The interconnectedness of factors: the strength with which a change in one factor affects other factors;

Complexity: the number and variety of factors that significantly affect the organization;

Primacy: relative rate of environmental change;

Uncertainty: The Relative Amount of Information about the Environment and the Confidence in its Accuracy.

When considering the influence of the external environment on the management of an organizational system, it is important to understand that the characteristics of the environment are different, but at the same time related to its factors. The characteristics of interconnectedness, complexity, fluidity and uncertainty describe both direct and indirect impact factors.

The success of the functioning of enterprises in conditions of strong competition and constant changes, both in the external and internal environment, largely depends on the professional training of management personnel, their ability to quickly identify ongoing changes and observed trends in order to recognize emerging threats, emerging opportunities and favorable opportunities in a timely manner. situation and take reciprocal action steps to ensure adaptation to the prevailing situation.

Environmental analysis is usually considered the initial process of strategic management, as it provides the basis for defining the mission and goals of the firm and for developing behavioral strategies that allow the firm to fulfill the mission and achieve its goals. The analysis of the environment involves the study of its three parts: the macro-environment, the immediate environment and the internal environment.

Thus, the idea of ​​both the internal environment of the organization, its potential and development trends, and the external environment, its development trends and the place occupied by the organization in it, helps to determine the strategy of the organization's behavior to put this strategy into practice.

The internal environment of an organization is that part of the overall environment that is located within the organization. It has a permanent and most direct impact on the functioning of the organization.

Intra-company strategic analysis is a comprehensive study of the key areas of the enterprise, the definition of its strengths and weaknesses, resources and reserves for further development.

Analysis of the internal environment of the organization is called the management analysis of the enterprise, business diagnostics, problem analysis.

Management analysis is necessary to develop an organization's development strategy, assess the attractiveness of an organization for an investor, and determine a company's rating.

The main purpose of this analysis is to study the internal environment of the enterprise, which contains the sources of its competitive advantages.

The internal environment has several sections, in aggregate, the state of which determines the potential and the opportunities that the organization has.

The personnel profile of the internal environment covers such processes as:

Interaction between managers and workers;

Recruitment, training and promotion practices;

Evaluation of labor results, stimulation and motivation of personnel;

Opportunity to attract additional qualified specialists;

Establishing and maintaining relationships between employees;

Skill level of existing workers;

The main concern of the modern organization has become the selection and support of talented managers. George Steiner in his study asked the leaders of a number of firms to rank 71 factors in terms of importance for them in relation to the last five years. Factors included: general management, finance, marketing, materials, manufacturing, and finished products. In terms of labor resources, two factors were quoted above others: attracting highly qualified senior managers and training capable managers within the firm.

The fact that managerial development has been more important than profit, customer service, and the payment of acceptable dividends to shareholders is a clear sign of the importance of inflowing this category of labor into the organization. Support for talented managers is often a problem of face-to-face negotiations with candidates for a position who are offered fairly high salaries and benefits. For the most part, organizations are also trying to solve the problem of securing the right workforce by training and supporting their own employees.

Organizational cut includes:

Communication processes;

Organizational structures;

Norms, rules, procedures;

Hierarchy of subordination;

Distribution of rights and responsibilities;

Delegation of powers and control system;

The marketing section of the internal environment of the organization covers the following aspects that are associated with the sale of products:

Product strategy, pricing strategy;

Target market segments;

Real market share of the organization;

Marketing strategy for the product;

Sales promotion and product promotion practices;

Experience in marketing research.

The financial cut includes processes related to ensuring the effective use and movement of funds in the organization:

The level of profitability of sales, equity capital, investments;

Maintaining liquidity, securing profits;

Availability of own financial reserves;

Opportunity to attract additional financial resources;

Investment policy;

Setting up a financial management system;

Ensuring continuous and positive cash flow.

The production line includes:

Product manufacturing;

Supply and storage management;

Technological park maintenance;

Carrying out research and development;

Flexibility of production lines;

The practice of planning and management.

The internal environment of the organization is completely permeated with organizational culture, which should also be subjected to serious study.

Organizational culture is manifested in the way the employees of the organization carry out their work, how they relate to each other and to the organization as a whole. Organizational culture can contribute to the fact that the organization acts as a strong, stable structure surviving in the competitive struggle. However, it may be that the organizational culture weakens the organization, preventing it from successfully developing even if it has a high technical and technological potential. The particular importance of the analysis of organizational culture for strategic management lies in the fact that it determines not only the relationship between people in the organization, but also has a strong influence on how the organization builds its interaction with the external environment, how it treats its customers and what methods it chooses for conducting competition.

In-house strategic analysis is based on systematic and integrated approaches, as well as the dynamic principle and the principle of comparative analysis.

The system approach represents the enterprise as an open complex system.

An integrated approach determines the analysis of all elements of the enterprise in their relationship.

The dynamic principle means considering the indicators and characteristics of the enterprise in dynamics.

The principle of comparative analysis determines the comparison of performance indicators of the enterprise with similar indicators of the best economic entities in the industry.

The strategic analysis of the internal environment of the organization is carried out according to the following scheme:

analysis of business units;

analysis of functional services;

analysis of structural divisions;

business process analysis.

Thus, the internal environment of the enterprise is the source of its vitality and potential, which provides the possibility of functioning, and, consequently, existence and survival in a certain period of time. However, problems and even the threat of the death of the enterprise can emanate from it if the environment becomes hostile to its main activity. An analysis of the internal environment is necessary to develop an organization's development strategy, assess the organization's attractiveness to an investor, and determine the company's rating.

1.3 Organizational environmental factors

external internal environment

The external environment of the organization is increasingly becoming a source of problems for their leaders, who are forced to focus on the rapidly changing external environment and its impacts, so it is necessary to carefully analyze the environment in which the organization is located.

The external environment is understood as the environment of the firm, on the actions of which it usually cannot influence. The practical meaning of the analysis of the external environment for the company is to identify threats and opportunities for business that may arise from the processes taking place outside of it.

The external environment is not only a supplier of resources for an enterprise, but also a set of active business entities, economic, social and natural conditions, national and interstate institutional structures and other external conditions and factors operating in the environment of an enterprise and affecting various spheres of its life.

Distinguish between the environment of direct influence (microenvironment) and the environment of indirect influence (macroenvironment).

The external environment of direct impact is the specific external environment of a particular organization. It includes those elements of the external environment with which the organization interacts constantly or on a more or less regular basis.

The main environmental factors of the direct impact of a commercial organization include: suppliers, consumers, competitors, laws and government agencies, trade unions.

Let's consider each factor in more detail.

From the point of view of the system approach, the organizational system is a mechanism for transforming inputs and outputs. The main types of inputs are materials, capital, labor resources, etc. The dependence between the organizational system and the network of suppliers providing the input of these resources is one of the most striking examples of the direct impact of the external environment on the operations and success of the organization. Therefore, when choosing suppliers, it is important to deeply and comprehensively study their activities and their potential. The competitive strength of the supplier depends on factors such as the level of specialization of the supplier, the cost to the supplier of switching to other customers, the degree of specialization of the buyer, the concentration of the supplier on working with specific customers, the importance of sales volume to the supplier.

The relationship with consumers is also important. In a true market economy, consumers, by deciding what goods and services they want and at what price, determine for the organization almost everything related to the results of its activities. Thus, the need to meet the needs of customers affects the interaction of the organization with suppliers of materials and labor resources. Buyer analysis is primarily concerned with profiling who buys the organization's product.

A buyer profile can be compiled according to the following characteristics:

geographic location;

demographic characteristics (age, education, field of activity);

socio-psychological characteristics (position in society, style of behavior, tastes, habits);

the attitude of the buyer to the product (why he buys this product, how he evaluates the product).

Competitors are the most important factor, the influence of which cannot be disputed. The management of each enterprise is well aware that if the needs of consumers are not met as efficiently as competitors do, then the enterprise will not last long. In many cases, it is competitors, not consumers, who determine what kind of performance can be sold and what price can be asked. It is important to understand that consumers are not the only object of competition for organizations. Organizations may also compete for labor, materials, capital, and the right to use certain technical innovations. The reaction to competition depends on such internal factors as working conditions, wages and the nature of the relationship of managers with subordinates.

State influence is carried out through the legislation of the activities of state bodies. Legislation regulates labor relations between employees and employers, tax and customs relations, labor protection, conditions for the production of certain types of products, protection of consumer rights, environmental impact on the environment.

State bodies according to the nature of their functions can be conditionally divided into regulatory and supervisory. At the same time, various methods and methods of influencing organizations are used - setting tax rates and quotas, issuing licenses, regulating prices and tariffs, determining construction sites.

Environment of indirect influence. Many of the core elements of the external environment are common to most organizations at some point in time.

The main environmental factors of indirect impact are shown in Figure 1.1

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

Environmental factors have a remote influence on the decision-making process in management. Concerns about environmental protection lead to the adoption of special legislation on air and water purification, which in turn determines the behavior of enterprises.

Socio-cultural factors are defeated by dynamics. They are constantly changing, as people invariably try to control or adapt their environment to reality in accordance with their desires and needs. Socio-cultural conditions influence manager's decisions. So, they determine how consumers will accept the product, and what product they would like to accept. In the analysis of socio-cultural factors, changing social values, attitudes, attitudes, expectations and mores, cultural values ​​are studied. It should also be taken into account that in each country there are ideas about ethical business practices and the necessary service quality standards.

Political factors determine the general political situation in the country, its level of stability and predictability. A high level of political risk leads to a slowdown in the scientific and technical renewal of production, obsolescence of the structure, and a decrease in the competitiveness of national enterprises. At the same time, one should take into account such important driving forces as the change in the socio-political system, outbreaks of religious intolerance and the revival of nationalism. We cannot discount the threat of armed conflicts, a sharp reduction in imports or exports, the imposition of embargoes and various trade sanctions designed to economic suppression.

Technology is both an internal variable and an external factor of great importance. As an external factor, it reflects the level of scientific and technological development that affects the organization, for example, in the areas of automation, informatization, etc. Technological innovations affect the efficiency with which products can be made and sold, the rate of product obsolescence, how information can be collected, stored and distributed, as well as what kind of services and new products customers expect from the organization. In order to remain competitive, each organization is forced to use the achievements of scientific and technological progress, at least those on which the effectiveness of its activities depends.

The researchers have described the rate of technology change in recent decades and argue that this trend will continue. One of the reasons for this phenomenon is that there are more scientists on earth today than there were in the world before. Some recent major technological innovations that have profoundly affected organizations and society are computer, laser, microwave, semiconductor technology, integrated communications, robotics, satellite communications, nuclear power, synthetic fuels and foodstuffs, and genetic engineering.

Environmental factors of indirect impact have a more complex structure, multifaceted nature. They, to a lesser extent than environmental factors of direct impact, are influenced by the organization. Information about the indirect impact environment is often incomplete. In the context of the increasing impact of this environment on the competitiveness of the organization, one has to rely on subjective assessments, and not on analytical data.

Macro-environmental factors differ significantly from country to country. This must be taken into account by organizations involved in international business.

Thus, the external environment can be divided into the environment of direct impact and indirect impact. For the effective functioning of the organization, it is necessary to carefully study the external environment and be prepared for its changes. The value of the analysis of the external environment for the company is to identify threats and opportunities for business that may arise from what is happening outside of its processes.

2. ANALYSIS OF THE INTERNAL AND EXTERNAL ENVIRONMENT OF THE ORGANIZATION

1 SWOT analysis

Any segmentation begins with a comprehensive study of the market situation in which the company operates, and an assessment of the types of opportunities and threats that it may face. The starting point for such a review is the SWOT analysis, which is the most widely used complex method of strategic analysis in foreign and domestic academic circles and among practitioners. In the classical form, the analysis of strengths (Strengts), weaknesses (Weaknesses), opportunities (Opportunities) and threats (Threats) was developed in the second half of the 1960s.

Typically, SWOT analysis is used to identify and assess the degree of impact, to study the directions of influence and the strength of the relationship between various factors in the external and internal environment of the enterprise, as well as to establish the state of affairs in it and develop a development strategy.

When conducting an analysis based on this method, the following steps are carried out:

Step 1: defining the object of the SWOT analysis;

Step 2: analysis of the internal environment and activities of the facility to identify its strengths and weaknesses;

Step 3: analysis of the external micro- and macroenvironment in order to identify opportunities and threats for the object of study;

Step 4: comparative analysis of the object based on qualitative and quantitative assessments;

Step 5: identification of the main strategic directions and development of recommendations for their practical implementation.

In the process of SWOT analysis, lists of external and internal factors are formed with their grouping into positive and negative. The result is four sets of factors:

Positive internal factors are the strengths of the enterprise;

Negative internal factors - weaknesses of the enterprise;

Positive external factors - opportunities for the enterprise;

Negative external factors are threats to the enterprise.

The set of factors can be represented as a SWOT analysis matrix in Figure 2.1

Source: .

Thompson and Strickland proposed the following rough set of characteristics, the conclusion of which should allow a list of the organization's weaknesses and strengths, as well as a list of threats and opportunities for it, concluded in the external environment.

Strengths:

Outstanding Competence;

Adequate financial resources;

High qualification;

Good reputation among buyers;

Renowned market leader;

Inventive strategist in the functional areas of the organization;

Time-tested management;

Availability of innovative abilities and opportunities for their implementation;

Advantages in the field of competition;

Cost advantages;

Suitable technology;

The possibility of obtaining savings from the growth of production volume.

Weak sides:

Lack of a clear strategic direction for development;

Poor distribution network;

Poor organization of marketing;

Insufficiently positive image in the market;

Too narrow range on the market;

Backlog in research and development;

Internal production problems4

Lack of managerial talent and skill.

Possibilities:

Entering new markets or market segments;

Expansion of the production line;

Increasing diversity in related products;

Acceleration of market growth;

Complacency among competing firms;

Vertical integration;

The emergence of new technologies.

Adverse demographic changes;

Changing needs and tastes of customers;

Unfavorable government policy;

Increasing competitive pressure;

Recession and business cycle fading.

After studying each group of factors and checking the synergy effect from the mutual influences of factors, the corresponding enterprise strategy is entered into the cells of the matrix.

Analysis of the cells of the matrix and combining factors from a subset of opportunities and threats with elements of a subset of weaknesses and strengths of the enterprise allows you to form four general strategies for the enterprise, presented in table 2.1.

Table 2.1

Enterprise strategies

Let's look at the table in more detail. If an enterprise has more strengths than weaknesses, and the market opens up a number of new opportunities for it in the absence of threats, then the “max-max” strategy is applied in such a situation. The "max-max" strategy implies that in such a position, the company must take actions to strengthen its position in the market by increasing market share, diversifying products and offering all kinds of new products.

With the predominance of weaknesses and the organization's action in a favorable external environment, the "mini-maxi" strategy is applied. The essence of this strategy is that the company should strive to selectively improve its competitive position, increase market share and at the same time get rid of weaknesses, seeking to improve the financial situation, reduce costs and increase the competitiveness of their products.

If the enterprise is characterized by a predominance of strengths, but there is an instability of the environment, then the “maxi-mini” strategy is applied. The essence of the strategy lies in the fact that the instability of the external environment involves the active use of advantages to overcome threats coming from outside, the search for favorable niches in the market and the subsequent increase in its share in them, reducing costs and upgrading products.

Internal instability and inability to effectively counter external threats suggests the use of a "mini-mini" strategy: a gradual decrease in activity and a smooth transition from this area of ​​activity. This allows the company to avoid possible losses and losses.

In addition to determining the strategy of the organization, SWOT analysis suggests answers to strategic questions:

What strengths should be developed and maintained to increase the competitiveness of the organization in the market;

What weaknesses should be eliminated first;

What threats should be protected from immediately;

What opportunities can be beneficial?

To obtain effective results, it is necessary to take into account all the features of this analysis:

Primary information must be complete, up-to-date, relevant and reliable;

In expert assessments, it is important to avoid subjectivity and lack of competence;

The emphasis on integral assessments can distract from particular parameters and factors, without which a detailed analysis of the enterprise and its environment is impossible;

Excessive enthusiasm for formal methodology can interfere with qualitative analysis.

Consider an example of a SWOT analysis based on Belcard OJSC.

During the analysis, we carried out the following steps:

Step 1: the object of analysis is determined - Belcard OJSC.

Step 2: analysis of the internal environment of the organization, identified strengths and weaknesses. The strengths of the object of analysis are a high share in the CIS market, a gradual increase in the range of products, good relations with creditors, and the introduction of new technologies at the enterprise.

Weaknesses - a decrease in the number of employees (217 people decreased in 2010, mainly due to a reduction in the number of key workers), most of the equipment at the enterprise is outdated, a decrease in profitability.

Step 3: analysis of the external environment of Belcard OJSC, opportunities and threats were identified. Opportunities: entering new markets, expanding the dealer network. Threats: deterioration of the economic situation in the country, tougher competition.

Step 4: comparative analysis of the object.

We will present the SWOT analysis of Belcard OJSC in the most detailed way in the form of table 2.2.

Table 2.2 analysis of Belcard OJSC

FactorsInternal environmentExternal environmentInfluence on the activity of the enterprise is positiveStrengths: -High qualification of managerial personnel (according to the qualitative composition of management employees with higher education 61%, with secondary specialized 39%.) -The share of Grodno Belcard OJSC in the CIS market is over 50%. -Good relations with creditors: absence of overdue debts on formalized obligations to banks. - In 2013, the production of over 40 new items was mastered. - A set of works is being carried out to introduce "CALS" technologies at the enterprise. - The main attention during research work in the last decade has been paid to improving the technical level of serial cardan shafts: reducing material consumption, improving the quality of components, introducing new materials and advanced technologies. - Extensive experience, the plant has been operating for about 60 years. Possibilities: - expanding the boundaries of the market in the CIS countries; - development of new types and standard sizes of products of far-abroad countries. - creation of dealer centers in the CIS countries; - preparation of justifications and proposals for the creation of new and improvement of products; - definition of measures to stimulate sales. - the presence of strategic interests among investors - for the development of the enterprise, opportunities are used to raise funds from various sources (targeted budget financing, own funds, an innovation fund); or the absence of a distribution network in the intended markets; lack of own funds necessary to ensure the normal operation of the enterprise; - a decrease in the efficiency of Belcard OJSC, as evidenced by a decrease in product profitability and sales profitability. Threats: - tightening of the competitive situation in international markets. - Appearance on the market of cheaper products of foreign manufacturers (China) - High investment risks - Risk of using modern technologies by competitors - Rising prices for energy resources, for transportation - Deterioration of the economic situation in the country

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