Socio-economic development of the Kaliningrad region Report: Yu. A. Zaitseva Specialty: Business Economics - 2015 (M) Scientific supervisor: Ph.D. , k.e. n. , prof. Borovikova T.V.
Brief historical background 1239 - founded by the knights of the Teutonic Order; 1255 – foundation of the capital city of Königsberg; 1535 - transformation into the Duchy of Prussia; 1701 - transformation into the Kingdom of Prussia; 1772 - transformed into the province of East Prussia; 1871 - became part of the united German Empire; 1919 - most of East Prussia passed to Poland; 1945 - part of East Prussia with its capital Königsberg becomes part of the USSR, the Königsberg region is formed; 1946 – renaming Kaliningrad region.
General position of the Kaliningrad region in Russia 1 – Among the top three commercial ports of the Russian Federation; 2 – Ranks 1st in the world for amber mining; 3 – One of the best reactionary and tourist zones of the Russian Federation; 4 – The best investment site in the Russian Federation (according to foreign experts); 5 – Strategic military purpose; Headquarters of the Baltic Fleet of the Russian Federation (Kaliningrad, Baltiysk).
Socio-economic characteristics of the Kaliningrad region Name 2011 2012 2013 2014 Population, thousand people 944, 3,950, 6,956, 2,964, 1 Number of working-age population, thousand people. 546, 8,522, 6,501, 8,524, 12 Natural increase / decrease per 1000 people. , ppm -1.5 -0.8 -0.4 -0.6 Average wage, rub. 18455 19911 22268 23401 Population living below the poverty line, % 12, 3 12, 8 12, 5 12, 3 Regional unemployment rate, % 6, 7 6, 9 7, 2 6,
Social and infrastructural development in the Kaliningrad region Programs operating in the Kaliningrad region based on their funding from the budget 1 – Programs for providing housing for the population; 2 – Housing programs for military personnel; 3 – Programs for the development of social support and infrastructure for young families; 4 – Program for the development of education in the regions; 5 – Cooperation programs in the field of higher education with foreign countries; 6 – Program for the restoration of cultural objects of federal significance.
Economic characteristics of the Kaliningrad region Name 2011 2012 2013 2014 GRP, billion. rub. 247, 6,255, 2,253, 6,249, 4 Tax revenues, million rubles. 30356 33478 31745 31458 Funds allocated for federal programs, million rubles. 15401 11685 10745 11896 Number of SMEs, thousand 22.5 30.1 21.5 33.4 Average level of profitability of SMEs, % 12.4 10.1 10.5 10.3 Number of export operations, % 25.3 22.7 23, 2 15, 4 Share of budget revenues from external operations, % 17, 2 15, 3 14, 4 9,
Budget expenditures of the Kaliningrad region Name Share Social sphere 51, 80% Health care 13, 50% Housing and communal services 16, 50% Investment goals 12, 30% Economic development of the region 5, 90%
SWOT analysis of the Kaliningrad region Strengths Weaknesses 1. Favorable geographical location 1. Remoteness from other regions 2. Successfully developed trade area 2. Decline of manufacturing industries 3. Focus of social policy on youth 3. “Brain drain” to foreign countries 4. Development rare crafts in the country 4. Products are more profitable to sell abroad Opportunities Threats 1. Use of investments 1. Priority - trade investments 2. Special economic zone 2. Sanctions from foreign countries 3. Foreign economic relations 3. Dependence on the policies of foreign countries 4. Become a monopolist in the industry 4. For the foreign market it is very difficult, in the Russian Federation it is unprofitable
Recommendations developed During the study, the following recommendations were developed: 1 – Search for investments in the Russian Federation for rare fisheries and amber fishing; 2 – Establishing connections for the sale of rare craft goods to foreign trade unions and organizations; 3 – Transition from a special economic zone in terms of customs benefits for exports to customs benefits for imports; 4 – Development of new tourist complexes and health resorts, targeted reception of citizens from other countries; 5 – Creation of permanent state water routes for transporting goods with preferential treatment.
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SWOT ANALYSIS
1965, Harvard Business School
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“Joining” the internal and external environment A tool for comprehensive analysis of internal and external factors Comparative analysis Wide range of uses
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Strengths are the resources and abilities of a company that are essential for the implementation of its strategy, in which it is superior to its competitors. Weaknesses are the resources and abilities of a company that are essential for the implementation of its strategy, in which it is inferior to its competitors. Opportunities are conditions in the external environment that can help the company successfully implement its strategy. Threats are such conditions in the external environment. that may hinder a company's efforts to successfully implement its strategy
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SWOT analysis matrix Main stages of analysis: primary and element-by-element Problems: all factors are taken into account; “what is what” SWOT matrix. S–strengths O–opportunities W–weaknesses T–threats
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Extended SWOT analysis (SWOT strategies) O – opportunities T – threats S-strengths SO ST W- weaknesses WO WT
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St. Petersburg State University Graduate School of Management SWOT – analysis of the Astoria Hotel.
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Tasks and goals of the work
The purpose of this work is to conduct a SWOT analysis of Astoria Hotel. SWOT analysis will determine the real strategic position of the company and show whether the strategy corresponds to real opportunities and position in the relevant market. As a result of the work, strengths and weaknesses, opportunities and threats of the external environment will be highlighted. As a result, possible hotel development strategies will be proposed.
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Matrix of primary SWOT analysis
Strengths Service standards since the Astoria hotel is part of the Rocco Forte Hotels chain. Developed hotel infrastructure. Unique hotel atmosphere. Team spirit, common values among staff. Unique hotel location. Historical value of the hotel. Weaknesses Russian mentality of personnel, which interferes with the service sector. Insufficient application of soft management technologies. Insufficient promotion of the hotel using marketing tools. Insufficient positioning in the business segment.
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Matrix of primary SWOT analysis
Opportunities Increasing attractiveness of St. Petersburg as a European capital. People's interest in unusual phenomena (the unique phenomenon of “white nights”). Government investment in the hotel business. Innovative programs to attract tourists. Attracting a new group of customers, such as city residents. Threats Weak labor market and lack of experienced personnel. Legislation complicating the development of the hotel business. Undeveloped urban infrastructure. Possible aggravation of foreign policy relations Business with seasonal fluctuations. Reconstruction of the seaport and attracting a large flow of “one-day” tourists. The arrival of new players to the market.
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WO Concluding agreements with major Western tour operators to promote hotel programs in the international tourism market. Organization of a Training Center for lower-level personnel. Development of staff retention programs and effective motivation packages. Development of a special program to study the expectations of hotel customers.
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ST Creating your own training center for maids. Development of 5-day (or more) programs for tourists. Developing relations with large business centers in order to attract the Russian part of business people (accommodation, round tables, seminars, etc.) WT Together with the Employment Committee, creating programs for retraining undemanded categories of workers for the needs of the hotel
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Results of SWOT analysis
The company occupies a stable position in the market and has a fairly high share in it. The company has a large number of strengths, but there are also weaknesses that should be paid attention to. Taking advantage of opportunities to translate into strengths. The external environment of the company is contradictory in many ways; it provides great opportunities, but also poses threats. Their constant monitoring is required. Subject to forecasting the market situation and choosing the right development strategy, the hotel will only strengthen its position in the future.
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Problems of SWOT analysis:
Have all factors been taken into account? What is what? Doesn't give specific answers (basis!) More like a reaction
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Analysis of the “Five Forces of Competition”
M. Porter, 1980
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General characteristics:
Application of microeconomics in the analysis of firm strategies Five forces of competition in an industry Assessing the attractiveness of an industry A basis for developing competitive strategies
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Threat of new competitors (new entrants). How easy or difficult it is for new entrants to start competing, what barriers exist. Threat of emergence of substitute products. How easy it is to replace a product or service, in particular, to make it cheaper. Market power of buyers. How strong is the buyer's position? Can they jointly order large volumes? Market power of suppliers. How strong is the position of sellers? Are there many potential suppliers or only a few – a monopoly? The level of intensity of rivalry between existing players (rivalry). Is there strong competition between existing players? Is there a dominant player or are everyone equal in strength and size?
Slide 19
Scheme of industry competition analysis:
Threat of substitute products Bargaining power of customers Bargaining power of suppliers Threat of new competitors Substitutes Competitors Rivalry between incumbents Potential competitors Suppliers Customers
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Threat of new competitors coming:
Economies of scale Capital investment required Lack of access to technology Unavailability of distribution channels Consumer commitment Legislation and government activities Lack of learning effect
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Threat from substitute products:
Replacement of a product with a product Replacement of a need Replacement of a product category
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Threat from substitute products (2):
Availability and accessibility of substitutes Competitiveness of substitutes in terms of quality and other characteristics Consumer costs when switching to a substitute: - higher price - need for new (additional) equipment - testing time - moral costs
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Bargaining power of suppliers:
Concentration of suppliers High switching costs to another supplier Possibility of direct competition between the supplier and the buyer
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Bargaining power of buyers:
Concentration of buyers Low switching costs Threat of takeover of the supplier by the buyer
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Competitors:
Level of concentration High barriers to exit from the industry Product differentiation Industry life cycle
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Porter's model. Answers on questions:
Is the industry attractive compared to others? What factors in the macroenvironment influence the forces of competition? Can these forces change? How? Where do our main competitors stand relative to these forces? How can you influence the forces of competition?
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Driving forces of industry change:
Development of the Internet and e-commerce Growing globalization Changes in the economically efficient size of the firm New role of the time factor in competition Increase (decrease) in demand for standard goods Changes in government policy and regulation Changes in social values and norms of life
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Problems:
Industry factors account for less than 20% of inter-industry differences in profitability The Industry Definition Problem
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The completion of a SWOT analysis is the correct presentation of its results, the formation of conclusions and the vector of development of the analyzed product, service or company. The SWOT analysis presentation should contain a detailed report to avoid errors in the interpretation of the prepared information.
Presentation plan
The presentation of results and conclusions from the SWOT analysis has clear semantic blocks described below.
Summary
The first section is Summary. It is a summary of all the key proposals and conclusions that emerged as a result of the SWOT analysis. This format for providing data is the most effective and generally accepted in world practice. It allows you to understand the vector of your presentation.
Introduction
The second section is the introductory section. At this point in the presentation, talk about the main goals of the SWOT analysis and what factors of the external and internal environment were analyzed and considered.
Basic form of SWOT
In the third section, demonstrate the basic form of SWOT as a simple matrix of four quadrants: Strengths, Weaknesses, Opportunities, and Threats. This form has historically been a convenient format for presenting all results on 1 page. It is advisable in the SWOT form to immediately arrange the factors in order of importance and priority (from the most important to the least important). Importance and high priority are easy to determine: the higher the impact on sales and profits, the higher the priority.
You don't need to include many factors. It is enough to focus on 6-8 key factors for each category (maximum). Too much confuses the audience and also makes it difficult to prioritize and focus on important elements. Factors that have currently faded into the background due to their insignificance can be used in the next wave of analysis.
Data
Data speaks first is the key slogan of all presentations. Prepare an illustration of evidence for each factor of the SWOT analysis. This will help with the justification of the selected factors and their priority.
conclusions
The fifth section is the key conclusions from the SWOT analysis. One of the convenient presentation formats is the .
Tactical plan
The final section of the presentation should always be an action plan with estimated deadlines and required resources. Without such a plan, all of the above were just words. When performing a SWOT analysis, you are expected to provide specific guidance for action.
Description of the presentation by individual slides:
1 slide
Slide description:
St. Petersburg State Budgetary Educational Institution “College of Culinary Skills” Zozulina Victoria Viktorovna teacher St. Petersburg State Budgetary Educational Institution “KKM” St. Petersburg 2017 OP.07 “Fundamentals of Economics, Management and Marketing” SWOT analysis
2 slide
Slide description:
SWOT is a method of analysis in strategic planning that consists of dividing factors and phenomena into four categories: Strengths Weaknesses Opportunities Threats
3 slide
Slide description:
SWOT analysis can be presented in the form of a table: Positive influence Negative influence Internal environment Strengths Weaknesses External environment Opportunities Threats
4 slide
Slide description:
SWOT analysis was first introduced in 1963 at Harvard Business Policy Conference by Professor Kenneth Andrews. Initially, SWOT analysis was based on articulating and structuring knowledge about the current situation and trends. Because SWOT analysis does not generally contain economic categories, it can be applied to any organization, individual and country to build strategies in a wide variety of areas. Story
5 slide
Slide description:
The analysis consists of two parts. Opportunities and threats represent an analysis of the external environment, all factors that can affect the company, but do not depend on it. Strengths and weaknesses are an internal analysis of the company/product. When compiling a SWOT analysis, you need to indicate at least 5 global external threats and opportunities that can either develop or destroy a business. Methodology for conducting SWOT analysis
6 slide
Slide description:
1) Company reputation 2) Product quality 3) Service quality 4) Market share 5) Price 6) Logistics 7) Promotion efficiency 8) Quality of work of sales agents 9) Geographical coverage A list of factors often found in the analysis of strengths and weaknesses:
7 slide
Slide description:
10) Introduction of innovations 11) Costs 12) Financial stability 13) Employees 14) Technical equipment 15) Ability to meet deadlines 16) Flexibility, quick response to events 17) Assortment 18) Experience 19) Resources 20) Knowledge of customers
8 slide
Slide description:
1) Economic situation in the country and the world 2) Demographic situation 3) Political 4) Social movements 5) Technical progress 6) Competitor analysis 7) Legislation 8) Cultural factors 9) Social issues External opportunities and threats include:
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Slide description:
Express SWOT analysis is the most common type of qualitative analysis that allows us to determine which strengths of our organization will help fight threats and take advantage of opportunities in the external environment, and which of our weaknesses will prevent us from doing this. This type of analysis is liked to be shown in some business schools, since the scheme for conducting it has an undoubted advantage: it is very clear and simple. However, in practice, this technique has disadvantages: only the most obvious factors fall into the points of all cells of the table. Forms of SWOT analysis
10 slide
Slide description:
A summary SWOT analysis, which should present the main indicators that characterize the company’s current activities and outline prospects for future development. The advantage of this form of analysis is that it allows, in some approximation, to give a quantitative assessment of the factors that have been identified. Another advantage is the ability to immediately move on to developing a strategy and develop a set of activities necessary to achieve strategic goals. The obvious disadvantage is the more complex analysis procedure (during strategic sessions in which the company's top management participates, it can take 1-2 days, depending on the depth of elaboration of factors).
11 slide
Slide description:
Mixed SWOT analysis is an attempt to combine the first and second forms of analysis. To do this, at least three main types of strategic analysis are first carried out (usually STEP analysis, analysis using Porter’s “5 forces” model, and analysis of the internal environment using one of the methods). The advantage of this form is the depth of analysis. The disadvantage is the psychological factor: in practice, very often it ends with the construction of a beautiful matrix and complacency
12 slide
Slide description:
There is also the Anti-SWOT method, which is based on SWOT, but its essence is that an analysis of the consequences of failure to implement the intended statements indicated in strengths, weaknesses, opportunities and threats is carried out.
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Slide description:
A practical example of a SWOT analysis of a cafe Strengths Opportunities in the external environment Low pricing policy, accessible to people with average earnings Large number of services provided compared to competitors Young, active staff The organization is profitable Constantly updating the range of dishes Regular customers Interior renovation Availability of permanent suppliers of products Low level of conflicts Enterprise image Increase standard of living of the population The emergence of new clients in connection with well-developed transport communications Increasing the number of working-age population Increasing the demographic potential Development of a set of measures to attract visitors on weekends Introduction of advanced technologies in service Application of innovative technologies in the production and service process
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SWOT analysis in general does not contain economic categories, therefore it can be applied to any organizations, individuals and countries to build
strategies in a variety of areas of their activities.
SWOT analysis is the basis
- to create an objective view of the organizational
enterprise structure
- to set priorities and possible options
actions depending on the way the strong and
weaknesses of the company among themselves in relation to external
factors.
SWOT analysis is a tool that will help you develop
optimal strategy to best stand out among
competitors offering similar services or services.
A SWOT analysis will help you look at where you are
today and where you need to go in the future.
The four components of a SWOT analysis are:
S (Strengths) - StrengthsThese are tangible and intangible positive factors within
organizations. These are the advantages and distinctive features of your
company: everything that separates you from your competitors. Most of
them are important and are factors that are under your
control.
W (Weaknesses) - Weaknesses
These are limitations or weaknesses within the organization. It's a shortage
resources or competencies that may reduce performance.
When developing this list, both organizational and
user perspectives.
O (Opportunities) - Opportunities
These are the main external factors that could provide your
organization competitive advantage. These are the factors that your
a company can use to become more successful.
T (Threats) – Threats (risks)
These are the main unfavorable external circumstances that can
hinder the continued success of your organization. They represent
are factors from which you must protect your company.
- Internal factors: strengths and weaknesses - Use strengths to create external opportunities - Overcome
Internal factors: strengths and weaknesses- Leverage strengths to create external opportunities
- Overcome internal weaknesses
- Minimize negative consequences from weaknesses
internal factors, from three points of view:
1. From the organization:
- Corporate culture
- Availability and accessibility of resources
- Company reputation
- Efficiency in completing tasks
- Operational potential
- Brand recognition
- Market share
- Financial resources
- Patents or trade secrets
- Key employees
2. From clients:
- People who are currently buying your products
- Exclusive contracts
- Investors
3. From competitors:
- Companies that sell similar products or services
- Brand recognition
- Market share
External factors: opportunities, threats External factors are elements of the external environment that can have an impact on
the organization's ability to succeed and provide value to its customers in the future. Factorsmay depend on customers, market trends, suppliers or partners.
1.
2.
3.
4.
Four categories of external factors:
You can examine external factors by looking at them from different perspectives as well.
From competitors:
- Mergers and acquisitions in your industry
- Entry of new competitive players into the market
- Price wars
- Technological changes (modernization, optimization)
From the side of economic prerequisites:
- Changes from an economic point of view
Political/Regulatory Background:
- Legal changes in your industry (legislative acts (laws)
- Political changes that may affect your industry
- Regulatory changes that may impact your industry
- Changes in the tax system and law
Social prerequisites:
- Socio-cultural changes in the market
- Demographic changes
- Overall market growth
STRENGTHS Strengths, as positive factors within an organization, add value to your products or services,
giving you a competitive advantage. They are the factors that differentiate your organization fromother companies offering similar products or services.
How to analyze strengths?
When looking at organizational capabilities, the following must be considered:
Adaptability
How quickly can your organization adapt to changing circumstances? How much
can it (or cannot) be flexible, taking into account both internal and external factors?
Expansion (Growth)
Can your organization continue to grow in the market or is your market oversaturated? (Exists
is there a “ceiling”? Related to regional location or demographic characteristics,
For example)
Would it be easy for your organization to enter or create new markets?
When considering the capacity of your resources, consider the following:
Availability
How easy is it to obtain resources (personnel, raw materials for production...) within your organization?
Superiority
What is the quality of your organization's resources?
Are they modern and flexible when needed?
Distribution
How are organizational resources allocated? Questions to help identify strengths
What does your organization do really well?
What are your assets?
What are your core competencies?
Does your organization have proprietary tools that differentiate you from
competitors? Could you create or develop some of them if
necessary?
What relevant competencies, talents and abilities do they have?
your employees?
How does your organization compare to your competitors?
What is your market penetration?
Is there a positive effect in the organization's culture at work?
place?
How strong are your financial resources?
Examples of Strengths:
- Specialized marketing experience
- New or innovative products or services
- Geographic location of the business
- Quality of processes and procedures
- Any other aspect of your business that adds value to your products or services
WEAKNESSES Weaknesses are factors within your control. They interfere with maintaining competitive advantage. This
shortcomings, shortcomings and problems that need to be solved on the way to achieving goals. Typically, weaknesses- these are factors that will progressively worsen unless work is done to correct them.
Weaknesses are internal liabilities that stand in the way of an organization's success.
The shortcomings in the company can be solved
in several ways:
Correcting the situation
How will your organization correct this deficiency?
Protection
Is it possible to hide your weakness from clients and
competitors, its solution has not yet been implemented?
Offensive actions
What steps can your organization take?
to divert attention from weaknesses? Questions to consider when considering weaknesses:
What can your organization do better?
What does your organization do poorly?
What should your organization avoid?
Where is your organization losing money?
Are customer needs fully supported based on current revenue?
Will customers pay more for your products or services?
Where is your company lacking resources?
Are you using the best technology?
Are there enough financial resources?
Are there enough employees to meet long-term plans?
Do employees have enough knowledge and competencies? If not, perhaps training is required?
Examples of weaknesses:
Lack of experience
Products or services that are undifferentiated in relation to competition
Poor quality of products or services
Poor reputation for your organization or its brand
Limited resources
Lack of management skills
Lack of access to skills and technology
Insufficient systematization of business processes
Slow deliveries
Poor location for your business
OPPORTUNITIES Opportunities are favorable external conditions that, if exploited, can positively affect your
organization. They can become your new company development tactics to increase profitabilityYou can create new opportunities by reducing internal weaknesses or by transforming
existing strong ones into even stronger ones.
Opportunities must be specific
These features can be used to:
Marketing wars
Concentrate your efforts on attacking positions
weak leader
Enter a new market before anyone else
Cooperation
Leverage your organization's strengths
creating a strategic alliance with the main
competitor. Questions to consider when considering opportunities:
Are customer needs changing and can your organization adapt to these changes?
in a timely manner?
What are the current market trends in your industry?
Is your organization responding to these trends?
Can you maintain or increase market penetration?
Are there economic changes that benefit your organization?
Are there favorable economic conditions emerging in your market?
Have you received any concessions from suppliers?
Are there political or social circumstances that may affect your organization?
Is your organization ready for market demographic changes?
Are you aware of changes in social values that may affect the desirability of your products or
services?
How is advanced technology used compared to your competitors?
Are you going to introduce new technologies that will help you stand out?
Are there existing niches where your competitors are missing?
Does your organization have a plan to enter a new market?
Do you know which niche has not been exploited until now?
Examples of features:
- Development or formation of the market
- Mergers, joint ventures or strategic alliances
- Transition to new market segments that provide the opportunity to earn more profit
- New international market
- Mergers and acquisitions among your competitors' circles
THREATS Threat comes from many sources. They may come from competitors, be associated with changes in market conditions,
economics or public administration.The better you identify threats, the more effectively you can position yourself and respond in a timely manner.
them to react
Questions to consider when considering threats:
Are there changes in the economy that could affect your business?
Can your organization respond quickly to these changes?
Can your organization withstand an economic downturn?
Will your profitability affect the improvement of the economy?
Are there political or regulatory trends that could impact your business?
Have new regulations been adopted that could reduce your organization's profitability?
How are your competitors reacting to these changes?
Your competitors have announced new technology that makes your product obsolete?
Can your organization respond quickly and remain profitable?
Where are you vulnerable in the market?
Foreign competitors with market share?
Can you maintain or improve your position above your competitors?
Does your organization influence industry trends?
Are you keeping up with the changing needs of your customers?
Are you ready to adapt to changes in your customer demographics?
Will customers need your product or service if the changes occur?
How are your competitors reacting to change?
Examples of threats:
New competitor in your marketCompetitors' price wars
A competitor introduces a new, innovative product or service
Competitors have greater opportunities in distribution channels
Introducing new or increasing taxes on your products or services
Existing or potential competitors
Changes in supplier prices
Government regulation
Economic changes
Bad reviews and compromising materials in the media or press about your
organizations
Changes in consumer behavior negatively impacting sales
Introduction of new technologies that make your products or services obsolete
General Rules for Conducting a Successful SWOT Analysis
Be realistic when developing a list of strengths andweaknesses of your organization.
Be clear about where your organization is located.
today and where it might be in the future.
Ask specific questions.
Look at your competitors and determine what
is your organization better or worse than competitors in terms of
to each factor.
Ultimately, strive for simplicity. Make an accent
on things that lie on the surface. Avoid
too deep analysis.
SWOT analysis is a subjective assessment.
1. Appointment of the person responsible for implementation
Make someone accountable for the success of the analysis. It could be
a consultant from a third party or an employee of your organization. Choice
responsible person among your organization is preferable, due to his most
high interest.
2. Goal setting
Think about the purpose for which you are conducting a SWOT analysis. What do you hope to achieve in
result? While conducting the analysis itself, keep your goals in mind at all times.
3. Author's choice
For a good quality analysis, it is crucial
the person performing it. Any SWOT analysis will ultimately represent
The result is the personal opinion of that person. Even if he is an interested key
employee of the organization. This will be just one opinion. So it might be a good idea
seem to conduct a SWOT analysis by several stakeholders on
individually or in a group discussion.
Seven Steps to Conducting a SWOT Analysis
4. Distribution of tasks between participantsConducting a SWOT analysis can involve a lot of research and information gathering. In that
case, use separation of concerns. This would be a good way to use individual
strengths of the participants.
When considering strengths and weaknesses, gather information from your capabilities
organizations in the following areas:
Processes and Operations
Human resources
Key suppliers and/or partners
For opportunities and threats, collect information and data about external factors such as:
- Clients and markets
- Competitive environment
- Technological changes
- Financial, social, regulatory and other risks
5. Create a safe environment
Encourage an atmosphere conducive to the free flow of information, where participants feel
that they can say what they feel without fear of being ridiculed.
Seven Steps to Conducting a SWOT Analysis
6. View information starting from the external environmentWhat external events do you think will provide the greatest opportunity for
your organization in the next few years?
What external events could pose significant threats to your organization's success in
next few years?
What opportunities are you considering for your organization?
What things can improve your organization's chances of success in these areas?
What can your organization do to avoid as much as possible the situation with your most
serious potential threats?
How can you use your strengths?
Can your organization take advantage of changes in the external environment or new
circumstances?
What opportunities will be available to your organization if you address governance weaknesses?
Do you have internal strengths and weaknesses that can be used to
address identified opportunities and threats?
7. Analyze your organization's greatest strengths relative to your competitors
What are the biggest weaknesses you see within the organization that need to be addressed if you
want to use certain features?
Strengths can relate to the group, environment and people.
What obstacles might prevent you from achieving your goals?
What elements in the organization need to be strengthened?
Are there weak links in the chain?
Criteria for writing a good SWOT analysis:
1. Avoid listing general statements that mayapply to any organization in your field.
2. Be specific about your strengths and weaknesses
organizations.
3. Don't confuse the results of strengths (profit and share
market).
4. Remember that improvement is not the same as strength.
5. Avoid strengths and weaknesses that are
different aspects of the same strategy or resource.
6. Rank the criteria on your list of parties,
to make it understandable. Then it will be clearer why
factor is important and why it should be considered.
Add concrete evidence and put numbers there,
where appropriate.
Methods of collecting information for SWOT analysis
1. Conduct a short (no more than five questions) online survey of your clients. Ask them:What influences their decision most when purchasing a product?
What is their biggest obstacle?
What would they change about your products or services if they could?
2. Talk to people in your organization.
This could be someone from some department, for example:
Customer service
Product development
Website promotion
Management personnel
Anyone else with a clear picture of the competitive market
3. Research the competition by asking:
Who are they?
How do they position themselves?
What are their strengths and weaknesses?
Gather information by analyzing:
Their product brochures; their website; their blog; trade literature; professional associations; that your sales department
hears from its clients; analyst reports; business publishing
4. Assess the existing market, paying particular attention to:
- Size
- Trends, both existing and new
- Future needs
