Why do you need swot analysis? SWOT analysis method: applied effectively

Any head of an enterprise should know the strengths and weak sides SWOT analysis, because it must be prepared for unexpected and not always pleasant surprises, and respond quickly and clearly to them. For these purposes, SWOT analysis technology is provided.

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

SWOT analysis, general concept

The concept of “SWOT” is borrowed from the English language and is essentially an abbreviation of English words:

S – Strengths – talking about the strengths and advantages of the enterprise;
W – Weaknesses (weaknesses) – shortcomings, weak points;
О – Opportunities (favorable opportunities) – we mean opportunities from the outside, due to which, if favorable conditions arise, there is a high probability of creating additional benefits in the company's activities;
T – Threats – circumstances that have the potential to cause harm to the organization.

By conducting a SWOT analysis of the strengths and weaknesses of an enterprise, it is possible to clearly clarify whether the company (even) internal strengths to the fullest, and also positions that can become strong, those that need to be adjusted, etc. are identified.

Why do you need a SWOT analysis?

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

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

Are personal strengths fully utilized by the firm?
What distinctive features does the enterprise have in implementing its own strategy?
Are there any weak points and how should they be corrected?
Which opportunities are most likely to lead to success.
What potential threats should a manager take seriously? features of the actions taken in this case.

Most optimal time for SWOT analysis is the period when the direction in accordance with which further development of the business is planned is formulated.

What rules should you follow when conducting a SWOT analysis?

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

The research vector must be clearly specified. When analyzing the entire business as a whole, the results will be very generalized and will be completely useless. Therefore, it is recommended to conduct a SWOT analysis in specific areas.
All concepts of SWOT analysis must be clearly understood.
Conducting assessments from a market perspective. When carrying out the analysis, it is necessary to use the strengths and weaknesses as they appear to competitors and consumers. After all, strengths will be such only if they are visible from the market position.
Put objectivity first. Input information must be diverse. Research should not be carried out by just one person. Opportunity deep analysis is allowed only if the assessment will be given by a group.
The wording must be clear. Avoid lengthy and ambiguous phrases. The result depends on their accuracy.

How SWOT analysis works

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

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

Here the strong and weak elements characteristic of the company are identified. In many ways, this depends on the literacy of drawing up a long-term plan.

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

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

When analyzing internal factors, such a model can be applied. Rate vectors:

to what extent the company's marketing activities correspond to the external environment;
degree of adequacy of the sales system to the marketing channel;
whether the organization of production processes corresponds to the adequacy of the market products;
how logistics processes are organized and whether they are adequate to the marketing channel;
to what extent do the financial position of the company correspond to its objectives;
does it correspond administrative system quality of business process administration.

The second is a description of opportunities and threats.

This includes external factors, situations emerging outside the company, and the company’s business environment.

The threats are usually the same. They are:

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

SWOT Matrix

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

How to analyze the effect of factors

In accordance with the information received, an analysis is made and a conclusion is drawn regarding how much the “strengths” of the enterprise are capable of realizing the company’s capabilities in achieving certain planned goals.

The SWOT analysis matrix after filling out the necessary data will look something like this:

Strategy MatrixSWOT analysis

Finally, a matrix of SWOT strategies is drawn up. This, in fact, is what everything was started for.

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

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

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

Based on the results of the analysis of tabular data, a matrix of activities aimed at correcting shortcomings in the company’s activities is compiled. All information is recorded in one table, represented by four fields:

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

Strengths and weaknesses of SWOT analysis

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

StrengthsSWOT analysis:

makes it possible to judge the strengths and weaknesses of the organization, as well as to initiate the likelihood of threats and opportunities;
is easy to use and quite effective;
draws a relationship between the potential and problems of the company, compares strengths and weaknesses.
extensive data is not required for analysis;
selects options under which the institution will exist with dignity;
helps install promising direction company development;
allows you to evaluate the profitability indicator and compare it with similar data from competitive organizations;
creates conditions for assessing the existing resources of the institution;
by analyzing the strengths and weaknesses of the project, management receives a warning about what problems may arise;
the management team has the opportunity to expand and strengthen competitive advantages;
thanks to SWOT analysis, a clearer picture of the market situation is formed;

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

SWOT analysis and its weaknesses:

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

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

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

To obtain data as close to reality as possible, you will need to involve an expert who will give an assessment current state and will determine the likely vector of further market development.

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

An analysis of the strengths and weaknesses of an enterprise, carried out using SWOT analysis, allows an entrepreneur to choose the most correct direction for the development of his business. That is why it is necessary to approach the organization and conduct of such a procedure extremely responsibly.

SWOT analysis. Part 1 - Strengths and weaknesses

This article discusses in detail, with examples and expert opinions, the concept of SWOT analysis: what it is, how it helps business development, what important rules When conducting it, you must follow the example of a SWOT analysis.

What is SWOT analysis

SWOT analysis is a method for assessing the current situation and future prospects of a business, the main task of which is to identify Strengths and Weaknesses, Opportunities, and Threats.

Strengths and weaknesses are the internal environment of the business: what exists at the time of the analysis.

Opportunities and threats are what can or cannot happen in the external environment of a business and depend or do not depend on the actions of the entrepreneur or company manager.

Using SWOT analysis, a structured description of a specific situation is obtained. Based on it, conclusions are drawn: is the business developing correctly, what risks need to be foreseen, what should be done, what are the company’s prospects.

SWOT analysis is based on 4 main questions:

What can the company do?
What would you like to do?
What can be done?
What do clients, buyers, partners, intermediaries expect?

The answers to these questions help determine:

Business strengths and advantages that can be used in strategy.
Weaknesses and vulnerabilities of business in competition that can be corrected.
Favorable opportunities for business development.
Risks and most effective actions to protect against them.

« SWOT-analysis was invented a long time ago. And, despite the fact that this is a classic marketing tool, it still remains so. Its task is to allow one to evaluate the strengths and weaknesses of the product, the opportunities and risks of the company’s development in the market.”

Irina Borodavko – head of a marketing agency

Application of SWOT analysis in business and life

SWOT analysis is a simple and universal tool that can be used in business and life. It is used separately or in combination with other marketing tools. Therefore, it has found wide application in marketing and management. With its help, any company or entrepreneur can effectively plan the strategy of its activities.

SWOT self-analysis is about identifying priorities in personal or professional development. It helps you understand your true goals in life, personal relationships and work.

SWOT analysis is used in business to:

Analyze competitors, obtain information about them, give an assessment and structure it. For this, Porter's models, PEST and other marketing tools can be used.
Plan every step to implement the business strategy, its important directions and implementers.
Conduct competitive intelligence. A SWOT analysis of competitors allows you to determine their strengths and weaknesses. The information obtained will help you build the most effective development strategy.

Conclusion: SWOT analysis is used in business and life to determine the strengths and weaknesses of a company or person. Based on the information received, you can build an effective strategy for business development, personal or professional growth.

The video below examines SWOT analysis using personal and professional life as an example. Recommended viewing.

Main factors of SWOT analysis in tables

The tables below reflect the main SWOT analysis factors applicable to a business.

Internal environment

Strengths

Weak sides

1. Great experience in your niche.

2. High quality of products sold or manufactured.

3. Popularity among consumers and target audience.

4. High level of sales.

5. A monopolist in its industry.

6. Availability and application of innovative technologies.

7. Low cost of the final product or product.

8. High level of customer satisfaction and trust.

9. Effective and streamlined business processes.

10. Close-knit team

11. High-quality production or other equipment.

12. Wide choose goods, services or products.

13. Qualified personnel.

14. Competent and effective work marketing department.

15. Fast processing of applications and feedback from clients.

16. Wide distribution channels (own retail chains).

1. Little working capital.

2. Weak formation of a positive image of the product or company.

3. Distrust of the company on the part of clients, suppliers, and partners.

4. Lack of retail chains.

5. Weak marketing.

6. Low team cohesion and constant staff turnover.

7. Lack of business development strategy.

8. Problems within the company.

9. Narrow range of goods or lack of additional services.

10. Low qualifications and motivation of employees.

11. The brand is unknown or known only in narrow circles.

12. No warranty service.

External environment

Possibilities

Threats

1. Release of new products.

2. Introduction of new technologies

3. New needs of the target audience.

4. Work in related areas.

5. Identification of a new target audience.

6. Launch of additional services.

7. Development of demand.

8. Cooperation with business partners.

10. Formation of a unique selling proposition.

11. Loyal attitude of the public.

12. Government support.

1. New products that can replace existing ones.

2. Increase in the number of competitors in the market.

3. Unreliable suppliers.

4. Decrease in demand for goods.

6. New government laws to the detriment of business.

7. Monopoly.

9. Seasonal or economic downturn.

All the factors mentioned are general. But they demonstrate the parameters that you need to pay attention to when doing a SWOT analysis of a business.

Important rules for conducting a SWOT analysis

There are 5 main rules that you need to know and keep in mind during the SWOT analysis process.

Rule 1

You cannot analyze the entire business. The data will be generalized and useless for further processing. You need to focus only on a specific area or segment. It is necessary to determine the strengths and weaknesses of the product or its line, promotion opportunities and risks.

Rule 2

Before performing a SWOT analysis, you should understand what is controllable and what is not. Strengths and weaknesses are within the company's control, but opportunities and threats are not.

Rule 3

Weaknesses should be determined not from the company's position, but from the client's position. They must be determined in the light of the proposals of direct competitors. That is, if the quality of the product is better than that of competitors, then this is a strength. All strengths need to be ranked according to their importance.

Rule 4

In a SWOT analysis, strengths and weaknesses must be determined objectively. All information received is supported by facts and specific figures obtained, for example, during marketing research.

Rule 5

Only precise language should be used and ambiguity or prostration should be avoided. This is important, because otherwise the SWOT analysis will be weakened and its results inaccurate, which will lead to incorrect actions in the future, for example, when developing a product development strategy.

It is worth noting a few more rules:

When conducting a SWOT analysis, you need to be realistic and unbiased.
Such an analysis is only an analytical marketing tool for determining a business development strategy and strengthening its position in the market.
It is imperative to take into account: development scenarios, main success factors and forecasts.
Problem areas need to be compared with current affairs, and with how we would like to see the business in the future.
You should clearly understand which factors can be influenced and which cannot.
It must be remembered that SWOT analysis is subjective.

To support the information received, it is worth giving an example of a SWOT analysis.

conclusions

Thus, SWOT analysis is a marketing tool that is needed to create a business development strategy for a particular product or service. With its help, it is easy to identify the company’s weaknesses that can be corrected, as well as opportunities and threats. When conducting such an analysis, one must remember that not all factors can be influenced by the head of the company or business owner.

(Please note that this analysis is presented for informational purposes only, and is not associated with any existing organization of the same name)

Characteristics of the company Gepard LLC

The founders of the company were a group of people specializing in the field of radio electronics. The company began its activities in 2005. A limited liability company was chosen as the form of implementation of entrepreneurial activity. The authorized capital of the company was 20,000 rubles. Fulfillment of orders is the only financing option. The company is an exclusive developer of an intelligent security system for objects for various purposes. The company needs to expand production areas necessary to increase the volume of production, and, consequently, increase working capital.

Marketing plan

At the moment, the company's priorities are:

SWOT analysis of Gepard LLC

This marketing method is a study of the company's capabilities. Next, based on the results obtained, recommendations are developed regarding the achievement of the set goals, as well as the definition alternative options development.

First of all, it is necessary to make a complete assessment of the macro- and microenvironment of the company. The factors on which the assessment of the internal environment is traditionally based are:

organizational;
production;
marketing.

The external (macro) environment is assessed through analysis:

demand;
competition;
sales;
resource allocation;
factors beyond the control of marketing, such as inflation growth rates, the attractiveness of the area for incoming investors and others.

Carrying out the SWOT analysis itself is as follows::

Based on the assessment made earlier, compile a list of opportunities that the external environment allows the company to realize. Here you should make a list of factors that will help increase demand for the company’s products, reduce the level of competition, and others;
make a list of probable threats that could affect the enterprise from outside. This paragraph should talk about potential opportunities that could lead to a decrease in demand, change the choice priorities of ordinary consumers, increase the level of competition, and others;
make a list of the company's strengths. We are talking about the skills of personnel and their competence, the existing level of knowledge, as well as other factors that ensure the successful operation of the entire company;
make a list of the company's weaknesses. This paragraph highlights the most important reasons that hinder or may in the future affect the development of the organization.

When all the lists are ready, you should highlight the most significant factors from all the compiled lists. This is a very important point, so only those who really don’t play should be discarded. important role points.

On next stage The classic SWOT analysis matrix is filled out, which provides an assessment of the influence of macro- and microenvironments on the enterprise as a whole.

After a thorough assessment, the following points remained::

1.Features:

sales of products;
installation by the enterprise;
possibility of warranty and post-warranty service;
ability to meet customer requirements;
flexible pricing policy;

2.Threats

taxation;
constant increase in competition from larger manufacturers;
insufficiency of own working capital;
small capacity of this market niche;

3.Strength:

production of products using modern high-tech equipment;
flexible pricing policy;
high quality of service provision;
trained personnel;

4.Weakness:

direct dependence on the consumer market;
lack of advertising;
small number of own installation teams;
brand unknown.

Filling out the matrix table. Internal environmental factors include the strengths of the company. External – opportunities and threats.

If the company has the opportunity to neutralize the threat or take advantage of the situation provided by the external environment, then a “+” sign is placed in this column.

The “-” sign serves as a sign that the company cannot get rid of the threat on its own, regardless of its strengths.

The graph remains free if there are no relationships between the factors.

At the end of the procedure, not a single field should be left empty: each column must contain either “plus”, “minus”, or “zero”.

Analysis results

The SWOT analysis carried out showed the following results:

The company can increase volumes, and thanks to our own research center, it is possible to implement more advanced product variations.

The main threats are the adopted tax system and limiting the solvency of the potential client audience.

The weakness is the limitation of possible sales and direct dependence on the consumer market.

Analysis of existing management problems at Gepard LLC

promotion of manufactured products in its market segment;
improvement of customer service;
formation of a distribution network necessary to promote goods to the regions;
obtaining a certificate, which will enable the organization to enter new level sales;
raising the company's rating and achieving a leading position in the field of video security systems.

Tactics for achieving assigned tasks

Here, taking into account the specifics of the products being manufactured, as well as the marketing analysis carried out, it is advisable to focus on direct marketing. It does not require large financial investments, but requires coordination of work. Next, we will consider the areas in which the company should activate its activities.
Advertising
In this direction, direct mail to the addresses of potential clients will be a priority. Also, company employees in mandatory is charged with visiting nearby villages for the purpose of direct advertising. Additionally, aggressive advertising will be used.

Distribution

For the first year, sales will primarily be made by company employees. But it is planned to attract companies as dealers that will install and commission the systems.

Increased demand
Upon purchase, the customer will be provided with a product with a basic configuration system, but additional options will be available. As a bonus, we will be given the opportunity to install the system free of charge for up to 3 days, during which the client makes a decision to purchase or refuse this proposal. This will additionally serve as advertising for potential clients (neighbors, friends, work colleagues, etc.).

Positioning strategy

Once the company has chosen the most suitable market segment, it is faced with the task of introducing it into the selected market niche. In this situation, there are two options for achieving this goal:

Take a position in a small sub-segment in close proximity to a competitor, and then begin to fight for a leading position in the chosen market share.
Implement your task in a free subsegment.

When choosing the first option, the company should carefully weigh its own capabilities: is there enough internal potential to displace existing competitors.

The second option involves the provision of competitive goods. The company gets an excellent chance to get its own audience interested in this product.

Product Existence Strategy

The marketing term "existence" implies the provision of a product required quality, affordability, attraction and promotion.

Accordingly, four types are distinguished :

commodity;
price;
attraction;
pushing.

Let's look at each type in more detail.

Formation of any strategy of this type happens according to the following plan:

the company's product portfolio is compiled;
organizational issues related to the development of new products, changes to existing ones, or complete exclusion of a product are resolved;

A brand strategy plan is adopted.

According to the results of the assessments, the product group of the Gepard company belongs to the priority development zone. This fact means that for the product being produced, the priority direction of development is the expansion of the existing market, as well as access to new levels. Accordingly, additional funding and investment are directed in this direction.

Improvement strategy

The quality of goods and services provided must be constantly improved. And the main direction of developing this strategy is to keep the product at the existing level that meets the market requirements at a given time.

The term “brand” hides the direct name of the enterprise or product. For the Gepard company, it is most profitable to use a multi-labeling strategy. This choice is due to the fact that the products ( security systems) have been used for quite a long time and the use of the same name will make it possible to raise the overall image of the company. If updated products are introduced, this will also only be a plus.

Pricing strategy

In this case, emphasis should be placed on leadership based on the relatively low cost of the product, as well as its quality characteristics. The cost of the goods produced by the Gepard enterprise is lower than that of competing enterprises, so you can try to win a larger part of the market segment by offering a high-quality product at a lower price. Progress in this direction will maximize market share. To increase income, you need to focus on the value of the product/service provided.

Distribution strategy

Distribution methods are also considered to be controllable factors that help solve the problem of bringing the product to the direct consumer.

Before deciding to open a branch, you should first obtain an assessment of the region where it is located (whether the volume of potential customers is sufficient here). Competing enterprises cannot be ignored either. It is worth assessing the main characteristics of their activities. After carrying out comparative procedures, a list of the most suitable regions for location should be compiled.
It is most preferable to build a choice from the compiled list based on the most frequently used scheme. The proposed region conditionally becomes the center of the area where its influence spreads. It is conventionally divided into 3 zones:

primary;
secondary;
extreme.

The primary zone includes almost 70% of the total number of consumers who use the company’s services. The remaining 25-30% of potential clients end up in the secondary zone. The extreme zone is casual consumers.

The choice of location area is additionally influenced by factors such as :

assessment of potential client base;
degree of competition;
assessment of technical capabilities and others.

It is the evaluative analysis of the above factors that allows you to most accurately calculate the potential of the selected sales point.

In order to most effectively influence the potential target audience, a communication strategy is being developed for the unit to help form and maintain the desired image of the product and the company itself as an organization as a whole.

This strategy includes the following tasks :

conducting personal sales;
PR;
advertising.

The Gepard company should more actively develop its advertising policy in the following areas:

express yourself more loudly through advertising;
advertise the benefits of the product being sold, focusing on high quality;
formation of a positive image of the company.

Considering that Gepard provides services in the field of supply of goods, an individual approach to customer service would be a better option. Additionally, an incentive system of discounts should be developed, which will allow for more favorable conditions sell wholesale quantities of goods.

Conclusion

The result of the research activities was the creation of a marketing strategy adapted specifically for Gepard LLC.

In the process, a description of its activities was carried out for the enterprise, and an analysis of the micro- and macroenvironment of the company was given. Based on the analytical findings, the main goals were formulated. The next step was to identify ways to achieve the goals and develop marketing strategies.

The company has the following tasks::

promotion of manufactured products in this market segment;
improvement of customer service;
formation of a distribution network necessary to promote goods to the regions;
obtaining a certificate that will allow the company to reach a new level of sales;
raising the company's rating and achieving a leading position in the field of video security systems.

“Cheetah” can solve its problems in the following way::

releasing more advanced analogues of the product;
working “to order”, focusing on the special requirements of the client;
realizing our own competitive advantages - high quality and flexible pricing policy.

In developing pricing policy it is necessary to emphasize low cost combined with high quality products. As a service provider, it is most advisable for a company to choose the “ individual approach» in combination with an incentive system of discounts.

Introduction

1. Theoretical basis SWOT analysis at the enterprise

1.1 Methodology for conducting SWOT analysis

1.2 Elements of the internal environment: strengths and weaknesses

1.3 Elements of the external environment: opportunities and threats

1.4 Registration of data for SWOT analysis

2. SWOT analysis using the example of a representative office in Ufa of a foreign leasing company

Conclusion

Bibliography

Introduction

When formulating a personal strategy or developing a strategy for a business unit, company, corporation, or concern, it is necessary to clearly understand the opportunities and threats in each market. It is necessary to reduce the impact of weaknesses. When analyzing strengths and weaknesses, you should definitely pay attention to the existing corporate culture of the company and the policies of the Owners. It determines the limitations and opportunities when choosing development directions. When analyzing the market and threats, it is necessary to conduct a detailed analysis of key competitors. This will help you better understand the company's strengths and think through possible actions of competitors when choosing a new strategy or creating a new business. 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 it may face. The starting point for this review is a SWOT analysis, one of the most common types of analysis in marketing. Simply put, a SWOT analysis allows you to identify and structure a company's strengths and weaknesses, as well as potential opportunities and threats. This is achieved due to the fact that managers must compare internal forces and the weaknesses of their company with the opportunities that the market gives them. Based on the quality of compliance, a conclusion is made about the direction in which the organization should develop its business and ultimately the distribution of resources among segments is determined.

This paper will examine the strengths, weaknesses, opportunities and threats in relation to the segments or markets being studied. Determining the relative importance of each of the listed SWOT components requires a wide range of inputs.

The purpose of this work is to study the possibilities of SWOT analysis using the example of a representative office of a foreign leasing company in Ufa.

Consider theoretical aspects SWOT analysis;

Learn methods for conducting SWOT analysis;

Consider the possibilities of SWOT analysis using the example of a representative office of a foreign leasing company in Ufa.

Chapter 1. Theoretical foundations of SWOT analysis in an enterprise

In order to get a clear assessment of the company's strengths and the market situation, there is a SWOT analysis.

SWOT analysis is the determination of the strengths and weaknesses of an enterprise, as well as the opportunities and threats emanating from its immediate environment (external environment).

Strengths - the advantages of the organization;

Weaknesses - shortcomings of the organization;

Opportunities - factors of the external environment, the use of which will create advantages for the organization in the market;

Threats are factors that could potentially worsen an organization's position in the market.

SWOT analysis is one of the most important diagnostic procedures used by consulting firms around the world. In addition, it can and should be considered as an important business technology for any organization, a technology for assessing the initial state, unused resources and threats to the enterprise.

The SWOT analysis technique is extremely effective, affordable, cheap way assessing the state of the problem and management situation in the organization. Consultants recommend regularly, at least once a year, conducting a SWOT analysis of the organization’s activities using the company’s management on their own.

The technology for working with the material obtained during a SWOT analysis is extremely simple. The respondent, after he has made the appropriate entry, is asked clarifying questions such as: “Why do you think so?” or “What do you think caused (caused) the existence of this or that problem?” At the same time, no serious special training is required for those who conduct such analysis within the organization. For example, this approach - a combination of SWOT analysis and diagnostic interview - gives a fairly clear idea of: “What does the organization really represent?”

This is an extremely universal method that can be used to analyze the activities of specific departments. In some cases, it can be used to assess the strengths, weaknesses, opportunities and threats in personnel work, when making management decisions. In addition, the use of SWOT analysis technology by the marketing service when assessing the main competitors creates excellent preconditions for developing competitive tactics and ensuring competitive advantages. In this case, the maximum degree of detail in each of the quadrants of the SWOT analysis is extremely important.

For a manager at any level in an organization, the SWOT analysis technique is an excellent aid in practical activities, allowing one to systematize problem situations and better understand the structure of resources that should be relied upon in improving the activities and development of the organization.

The use of SWOT analysis allows you to systematize all available information and, seeing a clear picture of the “battlefield,” make informed decisions regarding business development.

SWOT analysis helps answer the following questions:

Does the company use internal strengths or differentiating advantages in its strategy? If a company does not have a differentiating advantage, what are its potential strengths that could become one?

Are the company's weaknesses its competitive vulnerabilities and/or do they prevent it from taking advantage of certain favorable circumstances? What weaknesses require adjustment based on strategic considerations?

What opportunities give a company a real chance of success by leveraging its skills and access to resources?

What threats should a manager be most concerned about and what strategic actions should he take to ensure a good defense?

So, after conducting a SWOT analysis, you will have a clearer idea of the advantages and disadvantages of your enterprise, as well as the market situation. This will allow you to choose the optimal path of development, avoid dangers and make the most efficient use of the resources at your disposal, while simultaneously taking advantage of the opportunities provided by the market.

Even if you are sure that you are already well aware of everything, it is still better to conduct a SWOT analysis, since in this case it will help structure the available information about the enterprise and the market and take a fresh look at the current situation and emerging prospects.

In addition, the results of the analysis and decisions made on its basis must be recorded and accumulated, because accumulated structured experience (“knowledge base”) is the basis of the management value of any company.

Correctly and timely strategic decisions today play a key role in successful activities organizations. Ultimately, they have a decisive influence on the competitiveness of products and the enterprise as a whole.

1.1 Methodology for conducting SWOT analysis

In general, conducting a SWOT analysis comes down to filling out the matrix shown in Figure 2, the so-called “SWOT analysis matrix.” It is necessary to enter the strengths and weaknesses of the enterprise, as well as market opportunities and threats, into the appropriate cells of the matrix.\

The strengths of an enterprise are what it excels at or some feature that provides additional opportunities. Strength may lie in existing experience, access to unique resources, availability advanced technology And modern equipment, highly qualified personnel, high quality of products, brand recognition, etc.

The weaknesses of an enterprise are the absence of something important for the functioning of the enterprise or something that the enterprise is not yet successful in comparison with other companies and puts it in an unfavorable position. An example of weaknesses is the too narrow range of manufactured products, bad reputation companies on the market, lack of funding, low level of service, etc.

Market opportunities are favorable circumstances that a business can exploit to gain an advantage. Examples of market opportunities include the deterioration of competitors' positions, a sharp increase in demand, the emergence of new production technologies, an increase in the level of income of the population, etc. It should be noted that opportunities from the point of view of SWOT analysis are not all opportunities that exist in the market, but only those that the enterprise can exploit.

Market threats are events the occurrence of which may have an adverse impact on the enterprise. Examples of market threats: new competitors entering the market, rising taxes, changing consumer tastes, declining birth rates, etc.

It should be noted that the same factor can be both a threat and an opportunity for different enterprises. For example, for a store selling expensive products, an increase in household income may be an opportunity, as it will lead to an increase in the number of customers. At the same time, for a discount store, the same factor can become a threat, since its customers, with rising salaries, may move to competitors offering a higher level of service.

A SWOT analysis should be conducted with the participation of all critical members of the organization. This concerns the general identification of weaknesses and strengths that should be clearly visible within the organization. However, this analysis should be as broad as possible. The most difficult thing is to identify the weaknesses of an organization, which may later appear in attacks by competing organizations. The members of the organization themselves speak about them very reluctantly.

SWOT analysis can be performed using the brainstorming technique. However, if the task involves assessing the leadership of an organization, this technique will be of little use because members of the organization may be afraid to express their real views in the presence of others. It follows that it is also necessary to use other techniques that provide anonymity to specific authors of the analysis. For this purpose, it is possible, first of all, to collect the analysis performed by each member of the organization, and then submit the results of general verification and discussion. Each of the points in all four directions of analysis can be assessed by ordinary members of the organization according to the following scheme: “yes”, “no”, and must be adjusted (how?).

The quality of the analysis can be improved by involving individuals outside the organization in conducting the analysis. True, they can only perform auxiliary functions, since they do not know the organization enough to independently distinguish between its strengths and weaknesses. However, due to the fact that they are not involved in the internal “alignments” of the organization, such individuals can act as impartial arbiters who are able to evaluate proposals, and also, by raising special questions, provoke the organization to a more thorough rethinking of its provisions and actions. Of course, these individuals must enjoy the undeniable trust of members of the organization, because during the analysis, facts may be discovered, the disclosure of which can be very dangerous.

When conducting a SWOT analysis, and in particular an analysis of chances and threats, previously conducted public opinion research should be used. Connecting an organization with a certain problem, issue, attributing competence to it in any area can be a good chance for it. However, from the organization's point of view, the assessment of certain actions as very unpopular can become a significant threat. Public opinion research can also confirm the analysis's findings regarding strengths and weaknesses. Even if an organization has a strong leader, but this person is very unpopular in society, it is difficult to attribute his presence to the strengths of the organization. It may turn out that such a leader leads the organization very well (and in this sense this is a strength), but it is his low popularity that is a threat to the organization.

Step 1. Determining the strengths and weaknesses of the enterprise

The first step of a SWOT analysis is to assess your own strengths. The first stage allows you to determine what the strengths and weaknesses of the enterprise are.

In order to determine the strengths and weaknesses of the enterprise, you need to:

Compile a list of parameters by which the enterprise will be assessed;

For each parameter, determine what is strong point enterprises, and what - weak;

From the entire list, select the most important strengths and weaknesses of the enterprise and enter them into the SWOT analysis matrix (Figure 2).

Let's illustrate this technique with an example.

To evaluate an enterprise, you can use the following list of parameters:

Organization (here the qualification level of employees, their interest in the development of the enterprise, the presence of interaction between departments of the enterprise, etc. can be assessed)

Production (can be estimated production capacity, quality and degree of wear and tear of equipment, quality of manufactured goods, availability of patents and licenses (if necessary), cost of production, reliability of supply channels for raw materials and supplies, etc.)

Finance (production costs, availability of capital, capital turnover rate, financial stability your enterprise, the profitability of your business, etc.)

Innovation (here the frequency of introduction of new products and services at the enterprise, the degree of their novelty (minor or dramatic changes), payback periods for funds invested in the development of new products, etc. can be assessed)

Marketing (here you can evaluate the quality of goods/services (how consumers evaluate this quality), brand awareness, completeness of the assortment, price level, advertising effectiveness, enterprise reputation, the effectiveness of the sales model used, the range of additional services offered, the qualifications of service personnel).

Next, you should fill out Table 1. This is done as follows: the assessment parameter is written in the first column, and the strengths and weaknesses of the enterprise that exist in this area are written in the second and third. Table 1 provides several examples of strengths and weaknesses for the Organization and Production dimensions.

Table 1. Determining the strengths and weaknesses of your enterprise

After this, from the entire list of strengths and weaknesses of the enterprise, it is necessary to select the most important ones (the strongest and weakest points) and write them down in the appropriate cells of the SWOT analysis matrix (Figure 2). It is optimal if you can limit yourself to 5-10 strengths and the same number of weaknesses, so as not to experience difficulties in further analysis.

Strengths are especially important for a company's strategic perspective, since they are the cornerstones of strategy and the achievement of competitive advantages should be built on them. At the same time, a good strategy requires intervention in weak areas. An organizational strategy must be well tailored to what needs to be done. Special meaning has identification of the company's distinctive advantages. This is important for strategy formation because:

– unique opportunities give the company a chance to take advantage of favorable market conditions,

– create competitive advantages in the market,

– can potentially be the cornerstones of the strategy.

Step 2: Identify Market Opportunities and Threats

The second step of SWOT analysis is a kind of “terrain reconnaissance” - market assessment. This stage allows you to assess the situation outside your enterprise and understand what opportunities you have, as well as what threats you should be wary of (and, accordingly, prepare for them in advance).

The method for determining market opportunities and threats is almost identical to the method for determining the strengths and weaknesses of an enterprise:

A list of parameters is compiled by which the market situation will be assessed;

For each parameter, it is determined what is an opportunity and what is a threat to the enterprise;

From the entire list, the most important opportunities and threats are selected and entered into the SWOT analysis matrix.

Let's look at an example.

The following list of parameters can be taken as a basis for assessing market opportunities and threats:

Demand factors (here it is advisable to take into account the market capacity, the rate of its growth or contraction, the structure of demand for the enterprise’s products, etc.)

Competition factors (one should take into account the number of main competitors, the presence of substitute products on the market, the height of barriers to entry and exit from the market, the distribution of market shares between the main market participants, etc.)

Sales factors (it is necessary to pay attention to the number of intermediaries, the presence of distribution networks, conditions of supply of materials and components, etc.)

Economic forces(the exchange rate of the ruble (dollar, euro), inflation rate, changes in the level of income of the population, state tax policy, etc. are taken into account)

Political and legal factors (the level of political stability in the country, the level of legal literacy of the population, the level of law-abidingness, the level of government corruption, etc. are assessed)

Scientific and technical factors (usually the level of development of science is taken into account, the degree of introduction of innovations (new goods, technologies) into industrial production, the level state support development of science, etc.)

Socio-demographic factors (one should take into account the size and age-sex structure of the population of the region in which the enterprise operates, birth and death rates, employment levels, etc.)

Socio-cultural factors (usually the traditions and value system of society, the existing culture of consumption of goods and services, existing stereotypes of people’s behavior, etc. are taken into account)

Natural and environmental factors (the climate zone in which the enterprise operates, the state of the environment, public attitude towards environmental protection, etc. are taken into account) And, finally, international factors (among them the level of stability in the world, the presence of local conflicts are taken into account and so on.)

Next, as in the first case, the table is filled in (Table 2): the assessment parameter is written in the first column, and in the second and third - existing opportunities and the threats associated with this setting. The table provides examples to help you understand the list of opportunities and threats for your enterprise.

Table 2. Identification of market opportunities and threats

After filling out Table 2, as in the first case, you need to select the most important ones from the entire list of opportunities and threats. To do this, each opportunity (or threat) must be assessed on two parameters by asking two questions: “How likely is it that this will happen?” and “How much impact will this have on the business?” Those events are selected that are likely to occur and will have a significant impact on the business. These 5-10 opportunities and approximately the same number of threats are entered into the corresponding cells of the SWOT analysis matrix (Figure 2).

Step 3. Compare the strengths and weaknesses of the enterprise with the opportunities and threats of the market

Comparing strengths and weaknesses with market opportunities and threats allows you to answer the following questions regarding the further development of your business:

How can you take advantage of emerging opportunities by leveraging your company's strengths?

What weaknesses of the enterprise can prevent this?

What strengths can be used to neutralize existing threats?

What threats, exacerbated by enterprise weaknesses, should we be most concerned about?

To compare the capabilities of an enterprise with market conditions, the SWOT matrix is used, which has the following form (Fig. 3). On the left there are two sections (strengths and weaknesses), into which all the strengths and weaknesses of the organization identified at the first stage of the analysis are respectively entered. At the top of the matrix there are also two sections (opportunities and threats), into which all identified opportunities and threats are entered.

At the intersection of sections, four fields are formed: “SIV” (strength and capabilities); "SIU" (force and threats); “SLV” (weakness and opportunity); “SLU” (weakness and threats). In each of these fields, the researcher must consider all possible pairwise combinations and highlight those that should be taken into account when developing the organization's behavioral strategy. For those pairs that have been selected from the SIV field, a strategy should be developed to use the organization's strengths in order to capitalize on the opportunities that have arisen in the external environment. For those couples who find themselves on the “SLV” field, the strategy should be structured in such a way that, due to the opportunities that have arisen, they try to overcome the weaknesses in the organization. If the couple is on the “SIU” field, then the strategy should involve using the strength of the organization to eliminate threats. Finally, for couples in the SLU field, the organization must develop a strategy that would allow it to both get rid of its weaknesses and try to prevent the threat looming over it.

For successful application In the SWOT methodology, it is important to be able not only to identify threats and opportunities, but also to try to evaluate them from the point of view of how important it is for the organization to take into account each of the identified threats and opportunities in its behavior strategy.

To assess opportunities, a method is used to position each specific opportunity on the opportunity matrix (Fig. 4).

This matrix is constructed as follows: at the top is the degree of influence of the opportunity on the organization’s activities (strong, moderate, small); on the side is the probability that the organization will be able to take advantage of the opportunity (high, medium and low). The resulting ten opportunity fields within the matrix have different meanings for the organization. Opportunities that fall into the “BC”, “VU” and “SS” fields have great importance for the organization, and they must be used. Opportunities that fall into the “SM”, “NU” and “NM” fields practically do not deserve attention. For the opportunities that fall into the remaining fields, management must make a positive decision to pursue them if the organization has sufficient resources.

Rice. 3. SWOT Matrix

1.2 Elements of the internal environment: strengths and weaknesses

Strengths and weaknesses can hide a wide variety of aspects of a company's activities. Below are the categories most commonly included in the analysis. Each SWOT is unique and may include one or two of them, or even all of them at once. Each element, depending on customer perception, can be both a strength and a weakness.

Marketing.

Pricing

Promotion

Marketing information/intelligence

Service/staff

Distribution/Distributors

Trade marks and positioning

Engineering and development of new products. The closer the relationship between marketing and technical departments becomes, the more important these elements will be. For example, a strong relationship between the new product development team and the marketing department allows customer feedback to be directly used in the design of new products.

Operational activities.

Manufacturing/Engineering

Sales and Marketing

Processing orders/transactions

Staff.

Research and development

Distributors

Marketing

After sales/service

Customer Service/Service

This includes skills, wage and bonuses, training and development, motivation, working conditions of people, staff turnover. All of these elements are central to the successful implementation of a customer-centric marketing philosophy and marketing strategy.

Management. Sensitive and often controversial, but sometimes requiring changes, management structures directly determine the success of implementing a marketing strategy. Such aspects should be reflected in the analysis.

Company resources. Resources determine the availability of people and finances, and thus affect a company's ability to capitalize on specific opportunities.

1.3 Elements of the external environment: opportunities and threats

Opportunities and threats are outside the organization's control. Thus, they can be considered as external, relating to elements of the market environment. The environmental analysis that should have been completed by now can serve as an excellent starting point for this part of the SWOT analysis. Key elements to consider include:

legislative/regulatory/political forces. Actions by authorities in the form of enforcement of policies, as well as legislative and regulatory requirements to which companies must comply;

social forces (culture). Directly affects the company when dissatisfied customers put pressure on organizations whose activities are perceived as unacceptable;

technological forces. The technological capabilities that help a company achieve its goals influence the products that are offered to customers and how they respond;

economic situation. The influence of the general state of the economy, under the influence of which consumer demand and spending habits are formed;

competition. Nature and scale of competitive threat. The following points deserve special attention:

Intensity of competition

Threat of new competitors

Customer needs in the market

Market power of buyers, distributors, suppliers

Competitiveness

Pressure from substitute products

1.4 Registration of data for SWOT analysis

For each of the markets or segments being considered, you need to list the most important (most relevant/impacting the business) elements across all four categories: strengths, weaknesses, opportunities and threats (see Table 3). In each of them, the wording should be ordered by importance: threat number one comes first, and so on. The SWOT should be as focused as possible: for example, if necessary, build a separate table for each new market or group of buyers. There is no point in listing everything possible and impossible: limit yourself to only those elements that have the greatest impact on your company. Be objective. Can you back up your claims with evidence (quotes, letters, industry statistics, press reports, government publications, dealer reports, customer comments)? Remember that the analysis should be focused on the customer, not internal to the organization. When considering your next application, it is useful to ask yourself the following questions.

Are we sure that this is actually the case?

How confident are we?

How do we know?

Is it possible that this will change soon?

Does this statement have relevance/meaning/meaning to our customers?

Have we considered this position in relation to competitors?

In practice, a SWOT analysis is often compiled for each leading competitor and for individual markets. This reveals the company's relative strengths and weaknesses, its ability to deal with threats and seize opportunities. This exercise is useful in determining the attractiveness of existing opportunities and assessing the firm's ability to pursue them.

Table 3. SWOT analysis

What should be done:

Rank the statements in order of possibility.

Include only the main statements/aspects.

Have evidence to support them.

Strengths and weaknesses must be considered in relation to competitors.

Strengths and weaknesses are internal aspects.

Opportunities and threats are external aspects of the market environment.

Chapter 2. SWOT - analysis using the example of a representative office in Ufa of a foreign leasing company

In 2009 The company intends to begin developing the Russian leasing services market by registering a legal entity in the form. The Company's head office will be located in Ufa, the capital of Bashkortostan. The choice of this region was made taking into account a number of factors:

1) Investment attractiveness of the region

2) Availability of the Parent Company bank in Ufa.

In the same year, the Company intends to open another leasing company in Moscow, the capital of the Russian Federation, the largest financial, administrative and cultural center with a population of more than 10 million people. The company will conduct active work on raising funds in domestic financial markets. Loans from Russian banks, commercial loans from suppliers, advances, budget financing, bills of exchange can be considered as sources of financing.

In Ufa, the competitive environment is not as developed as in Moscow due to the fact that not all leasing companies have representative offices in the regions of Russia. But it also cannot be said that there is no competition at all in the regions or that the leasing services market is not developed. The market is developed, but there is huge development potential. An example of this is the changes that have recently taken place in Russia. Regions are receiving increasing attention. For example, Primorsky Krai and Vladivostok in particular will be rebuilt almost from scratch. The same thing will happen to the city of Sochi. This requires significant production capacity. Positioning of leasing services foreign company"BFG" in the regions should be based on a wide range of services and accessibility. The positioning of the leasing company "BFG" should be based on the fact that the Company acts as a stable and reliable financial partner. This indicates: the experience gained by the company’s employees; breadth of the company's sphere of influence; great opportunities for the company.

Strengths

Experience in such segments as Agriculture, transport and special equipment

Strong team of professionals in the main office.

Experience in building business processes, customer-oriented staff

The presence of stable relationships with suppliers in such segments as agriculture, transport and special equipment

Indirect involvement in the parent bank (for Ufa)

Weak sides

Unknown brand "BFG-Leasing"

Lack of experience in independently attracting financial resources in foreign markets

Lack of industry experience and lack of established relationships with counterparties (in new industries) aircraft, rolling stock, production equipment

Distrust on the part of clients and partners at first due to caution, taking a wait-and-see attitude.

Lack of knowledge of the specifics of running a leasing business in each region separately.

Possibilities

Entering new markets or market segments

Development of new directions (cars, aircraft, equipment, passenger cars, public transport, municipal equipment)

Significant increase in the loan portfolio due to the implementation of transactions in new industries (aircraft, rolling stock)

Successful independent attraction in foreign markets, offering competitive financing conditions

Consolidation in the market, recognition, ousting competitors.

Successful implementation of existing experience in building business processes

Threats

Increasing competitive pressure, attempts to force them out of the market

Long-term establishment of work in the regions of presence, “swinging” (office rent, personnel selection, etc.)

Limitations on the ability to enter certain industries

Conclusion

Thus, the main factors of SWOT analysis are:

· Potential internal strengths (S): clearly demonstrated competence, adequate financial sources, excellence in competition, good understanding of consumers, clearly formulated strategy, exploitation of economies of scale, cost advantage, proprietary unique technology, reliable distribution network, excellence in R&D, etc.

· Potential internal weaknesses(W): loss of some aspects of competence, inaccessibility of finance, lack of analysis of consumer information, weak market participant, lack of a clearly defined strategy, inconsistency in its implementation, high cost of production, outdated technology, loss of depth and flexibility of management, weak distribution network, weak positions in R&D, etc.

· Potential external opportunities (O): servicing additional consumer groups, introducing new market segments, expanding the range of products, complacency of competitors, reducing trade barriers, favorable economic, political and social conditions, availability of resources, etc.

· Potential external threats (T): weakening market growth, unfavorable demographic changes, increased sales of substitute products, changing tastes and needs of customers, fierce competition, the emergence of foreign competitors with low-cost goods, unfavorable shifts in exchange rates, increased supplier requirements, legislative regulation of prices, etc.

Good strategy requires reliance on strengths: unique capabilities give the company a chance to take advantage of favorable market circumstances, create competitive advantages in the market, and can potentially be the cornerstones of strategy. On the other hand, it is necessary to intervene in the weaknesses of the organization.

As a general rule, a company should build on its competitive strengths and protect its competitive weaknesses by building a strategy around its strengths and taking action to address its weaknesses. At the same time, the rating of your opponents' strengths shows where you can expect their attacks and, conversely, where they are weaker. If a company has competitive strengths where rivals are relatively weak, then actions can be taken to exploit this fact.

As a result of the work carried out, the following conclusions can be drawn:

SWOT analysis is the identification of the strengths and weaknesses of an enterprise, as well as the opportunities and threats emanating from its immediate environment (external environment). To increase the efficiency of using tools such as SWOT analysis, you should more carefully delve into the essence of the technological recommendations proposed by these authors, trying to understand more deeply what is behind these recommendations.

Paying tribute to such a tool as SWOT analysis, it should be borne in mind that analytical work requires a lot of effort and time.

Thus, this work discusses the methodology for conducting a SWOT analysis, provides some examples that explain the procedure for filling out the tables on which the analysis is based, gives practical advice on its conduct and application, and also provides an example.

Bibliography

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SWOT analysis (translation from English swot analysis)- one of the most effective tools in strategic management. The essence of swot analysis is to analyze the company’s internal and external factors, assess the risks and competitiveness of the product in the industry.

Definition of SWOT Analysis

The SWOT analysis method is a universal method of strategic management. The object of SWOT analysis can be any product, company, store, factory, country, educational institution and even a person. There are the following types of SWOT analysis:

SWOT analysis of the activities of a company or manufacturing enterprise
SWOT analysis of the activities of a government or non-profit organization
SWOT analysis of the activities of an educational institution
SWOT analysis of a specific territory: country, region, district or city
SWOT analysis of a separate project or department
SWOT analysis of a specific market or industry
SWOT analysis of the competitiveness of a brand, product, product or service
SWOT personality analysis

Companies often conduct a SWOT analysis not only of their products, but also of competitors’ products, since this tool very clearly systematizes all information about the internal and external environment of any organization.

The advantages of SWOT analysis are that it allows a fairly simple, correct look at the position of a company, product or service in the industry, and therefore is the most popular tool in risk management and management decision making.

The result of a SWOT analysis of an enterprise is an action plan indicating deadlines, priority of implementation and the necessary resources for implementation.

Frequency of SWOT analysis. It is recommended to conduct a SWOT analysis at least once a year as part of strategic planning and when forming budgets. SWOT analysis is very often the first business analysis step when drawing up a marketing plan.

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Part one: SWOT analysis, determining the strengths and weaknesses of a product

Elements of SWOT analysis

Explanation of SWOT analysis abbreviations: Strengths, Weaknesses, Opportunities, T=Threats.

S=Strengths

Strengths of a product or service. Such internal characteristics companies that provide competitive advantage in the market or a more advantageous position in comparison with competitors, in other words, those areas in which the company’s product feels better and more stable than competitors.

The importance of strengths for a company in strategic planning: due to strengths, a company can increase sales, profits and market share; strengths ensure an advantageous position of a product or service in comparison with competitors. Strengths must be constantly strengthened, improved, and used in communication with market consumers.

W=Weaknesses

Weaknesses or shortcomings of a product or service. Such internal characteristics of the company that impede business growth, prevent the product from leading the market, and are uncompetitive in the market.

The importance of weaknesses for a company in strategic planning: a company’s weaknesses hinder the growth of sales and profits, pulling the company back. Due to weaknesses, a company may lose market share in the long term and lose competitiveness. It is necessary to monitor areas in which the company is not strong enough, improve them, and develop special programs to minimize the risks of the influence of weaknesses on the company’s efficiency.

O=Opportunities

A company's capabilities are favorable external environmental factors that can influence business growth in the future. Importance of market opportunity for a company in strategic planning: Market opportunity represents the sources of business growth. Opportunities must be analyzed, assessed and an action plan developed to exploit them using the company's strengths.

T=Threats

Company threats are negative external environmental factors that may weaken the company's competitiveness in the market in the future and lead to decreased sales and loss of market share. The significance of market threats for a company in strategic planning: threats mean possible risks for the company in the future. Each threat must be assessed in terms of the likelihood of occurrence in the short term, in terms of possible losses for the company. For every threat, solutions must be proposed to minimize them.

Drawing up a SWOT analysis

It is advisable to adhere to the following sequence of actions when conducting a SWOT analysis:

This SWOT analysis technique allows you to assess the company’s risks and opportunities in the most complete and detailed manner, and plan a working product marketing strategy:

An analysis of the surrounding market environment of a product or service is carried out in the context of external and internal factors.
Based on the analysis, business strengths, business weaknesses, threats and market opportunities for business are formed.
The obtained parameters are entered into the SWOT matrix for ease of analysis
Based on the SWOT matrix, conclusions are drawn about the necessary actions, indicating implementation priorities and deadlines.

In the process of conducting a SWOT analysis, involve people interested in making a decision, experts in various issues. An outside opinion will allow you to create a more objective analysis.

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Read our ready-made template in Excel.

Standard view of a SWOT analysis table

IN SWOT table analysis, it is advisable to indicate factors in order of priority.