Introduction. SWOT analysis method in strategic management

§1. Key Features of SWOT Analysis

Before we move on to the characteristics of the SWOT analysis itself, it is necessary to say a few words about the strategic planning in which this tool found its application. Strategic planning is the process of developing a strategy, which is a combination of methods of competition and business organization, aimed at customer satisfaction and the achievement of organizational goals 1. In a dynamic external environment, the degree of uncertainty of which increases with the exacerbation of market competition and other factors, each firm needs to define not only the mission that determines its very existence, but also the strategies with which it can achieve its goals. Without clear goals, it is impossible not only to effectively manage a company, but also to assess the effectiveness of its activities. Strategy, in turn, serves as a bridge to achieve the goals of the firm. The strength of this bridge depends on the careful design of the strategy. The need to assess the success of a particular strategy justifies the existence of strategic planning tools. With the help of them, you can assess the external and internal environment of the enterprise, assess the market and see the promising directions of business development. According to D. Jenster, strategic planning tools allow managers to answer the question "where are we now?" and assess available resources 2. Indeed, the positive effect of the use of tools is obvious, because they allow you to weed out ineffective strategies even before the stage of their implementation and implementation.

If we schematically represent the process of strategic management, then we can see that at the first stage, the vision of the company, its long-term prospects, is formulated, and at the second stage, this vision is embodied in the form of specific goals achieved in practice. This goal can be achieved through the strategies that are developed in the third stage. It is here that strategic planning tools are used, including SWOT analysis. After the development of the strategy, the stage of their implementation takes place, after the assessment of the results, if necessary, an adjustment is made.
Figure 1. Stages of strategic planning
Source: Compiled by the author based on A.A. Thompson. J. Strickland M. Strategic Management: Concepts and Situations for Analysis

SWOT analysis belongs to the category of strategic tools with a half-century history. It is believed that the author of the first version of the SWOT analysis was Albert Humphrey in the 60s and 70s of the last century 3. Humphrey, an American professor at Stanford University, having analyzed the reasons for the failures of the leaders of existing firms at that time, together with his colleagues, he developed an approach to strategic planning that would allow assessing the current position of the company in the market relative to its competitors, and assessing it from four different angles. This is how SOFT analysis appeared: Satisfactory, Opportunity, Fault, Threat. Satisfactory and Opportunity are positive and predominantly external aspects of the firm, Opportunity and Threat are the firm's potential opportunities in the future and emerging threats that can reduce the firm's competitiveness. Subsequently, this model underwent minor modifications and was replaced abbreviation SWOT where Satisfactory has been replaced by Strengths - the firm's strengths that help capitalize on emerging market opportunities. Weakness i.e. parties that make the firm vulnerable (for example, limited access to resources) have replaced Fails. However, the transition from SOFT to SWOT consists not so much in the change of the names of the components, but in the principled approach to the analysis - from the transition to the division of categories into "bad - good" to the division into "internal - external" 4, to the analysis of micro- and macro- business unit environment.

In 1982, Professor Heinz Weirich proposed a SWOT (also TOWS-matrix) 5 matrix. By combining the 4 elements, leaders can get answers to the following questions: How can strengths take advantage of opportunities, and what weaknesses might hinder this? How do you evade threats using strengths? What threats are most dangerous given the existing weaknesses? How to use the external environment to compensate for weaknesses? Thus, the matrix proposed by the professor makes it possible to cross-analyze the strengths and weaknesses of the firm with its capabilities and threats for the transition from situational consideration of the position of the firm in the market to the development of alternative strategies for its development 6, which proves the value of the matrix in business planning. As a result of the development of the TOWS matrix, it was possible for leaders to use four-sided analysis to get a visual “photo” of their business and use it to design next steps. The creators of this approach allowed the analysis tool to be applied not only to the firm as a whole, but also, for example, to a separate product produced by the firm.

Next, our task will be to reveal what the 4 elements imply. As a result of the analysis of the sources, it can be concluded that, in general, there are no differences among the opinions of experts in determining what are strengths, weaknesses, threats and opportunities. It should be said that many experts, such as A. Shestov 7, attribute the strengths and weaknesses of the company to internal factors that the managers of the company have an impact on, while threats and opportunities are factors that cannot be controlled by the leaders, but which influence it. It is customary to refer to the strengths of the unique features of the company, its features. For example, under the forces of the company may be the loyalty of consumers to this brand, the use of modern equipment, high quality of the product, low costs in comparison with competitors, highly qualified personnel, financial stability, high-quality service. It is noted 8 that strengths are such if they are superior to competitors. Weaknesses are, accordingly, those indicators of the firm's performance, according to which it lags behind in the competition. For example, it may be unknown brand name, lack of a wide range of goods, lack of service. The information base for strengths and weaknesses can be distribution channels, product, price, personnel, marketing, market share, firm reputation 9. According to some experts, it is important to include the features and imperfections of organizational culture in the list of factors under consideration, since even with successful financial performance, with a strong scientific and technical base and other advantages, organizational culture can slow down the development of the company. Indeed, organizational culture affects primarily the relationship between employees, employees and management, as well as between the firm and customers. When working in uncomfortable conditions, in a stressful environment within the company, indifference to workers on the part of managers, the employee lacks loyalty to his company and the desire to achieve common goals. This leads to a deviation from responsibilities, a decrease in the quality of the work performed.

As for opportunities and threats, their difference is that the former have a beneficial effect on the firm's activities, while the latter have a negative impact. At the same time, opportunities and threats can come both from the market environment in which the firm operates, and from a more global level (the state). For example, at the micro level, a firm may face low barriers to entry into an industry, which intensifies competition among manufacturers. At the macro level, an increase in inflation, a decrease in household income, and the government's decision to increase taxes is a threatening factor, while simplification of the patenting process, on the contrary, provides the firm with additional opportunities. The division of the external environment of the company into macro and micro levels is also adhered to by R. Daft 11, dividing the environment of the company into a general and functional environment, respectively. At the same time, in addition to the well-known political, economic, social and technological factors of the PEST analysis, the author considers the international factor to be the general environment, which is justified if the company's activities are spread outside one country. If a company plans to bring its business to other world markets, it is necessary to take into account geopolitical trends, relations between countries in political, economic and other issues. Studying the peculiarities of the mentality, cultural differences of the population of the country, which the company finds attractive for doing business, is also important when adapting products and services to new markets.

When analyzing the macroenvironment, PEST analysis is often used, which will be discussed in more detail in the next paragraph. However, some authors prefer to break the opportunities and threats of the macroenvironment into narrower factors, since in their opinion, this will allow to reveal in more detail every aspect of the external environment and not to miss anything. In particular, Professor E.P. Golubkov. it was proposed to divide macro-level factors into political, socio-economic, legal, financial, scientific and technical, cultural and natural 12. At the same time, the author notes that due to the fact that it seems impossible for many specialists to come up with an euphonious abbreviation from the factors named by him, many limit themselves to considering only 4 factors of the external environment: political, economic, social, technological. Several experts 13 single out demographic factors in this list. From the foregoing, we can conclude that the main purpose of researching the external environment of the company is to find and understand the opportunities that open up for the company. In addition, many authors prefer to break down environmental factors into smaller ones, not limiting themselves to the four factors of PEST analysis in order to make it more thorough. The authors of this work consider this approach to be more correct, since, with all the diversity of the environment, it is impossible to rely only on these four components.

Interesting is the study of the authors who were able to connect the phases of the life product / firm with the TOWS 14 matrix. The period of existence of a separate product / firm can be conditionally divided into stages such as Birth, Growth, Harvesting, Storage. According to the authors, product birth will coincide with the square of the ST matrix, growth, harvesting and storage with SO, WO, WT, respectively. At the same time, during the transition from one stage of life to another, the transformation of the strategy takes place. For example, as leaders move from growth to maturity, they need to develop a strategy that answers the question “How can we maximize opportunities when existing weaknesses in the firm begin to gradually dominate strengths?
Figure 2. Relationship between SWOT analysis and life cycle company / product

Saint Petersburg State University

GRADUATE QUALIFICATION WORK

in the direction 080100 - "Economics"

APPLICATION OF SWOT ANALYSIS TO PLANNING THE STRATEGIC DEVELOPMENT OF A FIRM

Completed:

Bachelor of 4 courses, EFiUI -41 groups

Supervisor:

Assistant / ______ /

St. Petersburg

Introduction ................................................. .................................................. ..................................... 3

Chapter 1. SWOT analysis as a strategic planning tool ................................ 5

§1. Main characteristics of SWOT analysis ............................................. ......................... 5

§2 The relationship between SWOT analysis and other methods of strategic planning ........ 11

§3 Possible mistakes when conducting a SWOT analysis ......................................... .......... 15

§4. Algorithm for conducting a SWOT analysis ............................................. ............................... 17

§ 4.1 The process of identifying strengths, weaknesses, opportunities and threats .................................. 17

§ 4.2 Matrix TOWS as the final stage of the analysis .......................................... ..... 24

Chapter 2. Application of SWOT-analysis for strategic planning in a company on the example of the Ingria business incubator .............................. .................................................. ................................. 26

§1. General information about the business incubator ............................................ ................................ 26

§2 Main directions of business incubator activity .......................................... 28

§3. Analysis of the internal environment ............................................... ................................................. 29

§4. Analysis of the external environment ............................................... .................................................. .... 37

§5. Business Incubator SWOT .............................................. .................................................. 48

§6. Recommendations for the strategic development of the business incubator based on the conducted SWOT analysis ..................................... .................................................. ............................................... 52

Conclusion................................................. .................................................. ............................... 62

Bibliography................................................ .................................................. ................... 63

Applications ................................................. .................................................. .............................. 65

Introduction

It is widely known that a well-thought-out strategy is the key to the success of any company. After all, the development of a strategy is, first of all, the desire of management in conditions of uncertainty and, according to the available resources, to establish further goals of business development, ways of further interaction of the company with the external environment. Strategy development reveals weak spots about competitors who are hindering the achievement of the intended goals; and the potential threats that the firm may face if weaknesses are ignored. Identifying weaknesses and ways to eliminate them increases the vitality of the company, allows you to expand its zone of influence in the market.

Today, strategic planning offers many tools for implementing this process: Ansoff matrix, balanced scorecard, McKinsey model, BCG matrix. Among them there is a SWOT analysis This tool has been used by managers and executives for a relatively long time and continues to be popular in business planning. Many experts, such as, for example, Kotler, Cherenkov, Molchanov and others note the effectiveness of its application. This popularity is due, on the one hand, to the simplicity of conducting and interpreting the results, and on the other, to the complexity, since SWOT allows you to look at a firm from four sides: from the point of view of its strengths, weaknesses, opening opportunities, and threats facing it. Nevertheless, in the course of the analysis of articles and monographs of various foreign and domestic authors, we concluded that the opinion about the simplicity of SWOT analysis is due to the superficial approach to its conduct on the part of managers. According to scientists, managers and marketers of many modern firms use a simplified version of the SWOT analysis, which does not give a comprehensive look at the company's position in the market and reduces the value of the results obtained during the research to zero. In addition, we have noticed in various sources different proposed methods of conducting a SWOT, which indicates the ambiguity of the approach to its implementation.

Thus, the above two reasons determine the relevance of the topic of this work, the purpose of which is, based on the analysis of the proposed methods, to formulate a SWOT-analysis algorithm step by step for subsequent application in the company. The relevance and choice of the topic is due to the practical applicability of the theoretical aspects discussed in the work.

To achieve this goal, the following tasks were formulated:

1. Describe the SWOT analysis, its place in the process of strategic planning. To formulate positive sides that justify its practical use.

2. List and analyze the mistakes during the SWOT analysis.

3. Describe the four elements of a SWOT analysis

4. Determine the relationship between SWOT analysis and other methods of strategic planning

5. Compare SWOT analysis techniques offered by various experts

6. Practical implementation of the results obtained by the example of the Ingria business incubator.

Chapter 1. SWOT analysis as a strategic planning tool

§1. Key Features of SWOT Analysis

Before we move on to the characteristics of the SWOT analysis itself, it is necessary to say a few words about the strategic planning in which this tool found its application. Strategic planning is the process of developing a strategy, which is a combination of methods of competition and business organization, aimed at customer satisfaction and the achievement of organizational goals. In a dynamic external environment, the degree of uncertainty of which increases with the exacerbation of market competition and other factors, each firm needs to define not only the mission that determines its very existence, but also the strategies with which it can achieve its goals. Without clear goals, it is impossible not only to effectively manage a company, but also to assess the effectiveness of its activities. Strategy, in turn, serves as a bridge to achieve the goals of the firm. The strength of this bridge depends on the careful design of the strategy. The need to assess the success of a particular strategy justifies the existence of strategic planning tools. With the help of them, you can assess the external and internal environment of the enterprise, assess the market and see the promising directions of business development. According to D. Jenster, strategic planning tools allow managers to answer the question "where are we now?" and assess the resources available. Indeed, the positive effect of the use of tools is obvious, because they allow you to weed out ineffective strategies even before the stage of their implementation and implementation.

Figure 1. Stages of strategic planning

State autonomous educational institution

higher vocational education Tyumen region

"TYUMEN STATE ACADEMY

WORLD ECONOMY, GOVERNANCE AND RIGHTS "

Department of National Economy and Management

Course work

by discipline: Management Theory

on the topic: Application of SWOT analysis in the development of a firm's strategy

Performed:

student PM-11-1

Shtykova M.A.

Supervisor:

Professor, Doctor of Economics

Kazantseva S.M.

Tyumen 2013

INTRODUCTION

THEORETICAL ASPECTS OF SWOT ANALYSIS

3 SWOT analysis: characteristics of the stages and the procedure for conducting

APPLICATION OF SWOT ANALYSIS DURING STRATEGY DEVELOPMENT IN ER-Telecom CJSC

1 Organizational and economic characteristics of ER-Telecom CJSC

CONCLUSION

LIST OF USED SOURCES

INTRODUCTION

The need for changes in the strategy of the enterprise is determined by the contradiction between the practical goals of the enterprise and the existing situation. Recently, more and more enterprises have resorted to the development of company development strategies and, accordingly, to strategic planning. For large companies with large assets and capital-intensive production, with a long production structure, the presence of a development strategy is considered a particularly important condition for survival. It is strategic planning that allows the company to determine its goals, what it needs to strive for, through what tools to develop its business and how to survive in the face of increasing competitive struggle... Many well-known companies not only have a well-developed and transparent strategy, but also stubbornly adhere to established development parameters, which ultimately leads them to success. However, strategic planning should not be a one-time process, but a constant, current activity of top managers. The use of strategy as a management tool in the day-to-day activities of a firm is a prerequisite and a means not only of survival, but also of ensuring the prosperity of the company.

Studying the external environment, managers concentrate their attention on finding out the threats and opportunities of the external environment. A fairly popular method used to analyze the internal and external environment of an enterprise, as well as its strengths and weaknesses, is the SWOT method.

This topic is relevant, since strategic planning sets promising directions for the development of the enterprise. It is it that determines the main types of its activities, allows you to link marketing, design, production and financial activities into a single system. The strategic plan, developed on the basis of a SWOT analysis, ensures the adaptation of the enterprise to the external environment, to the allocation of resources and internal coordination of activities in order to identify strengths and weaknesses.

Achieving this goal requires solving the following tasks:

.Analyze the theoretical material related to strategic planning, in particular, SWOT analysis;

2.Determine the essence of strategic planning;

.Describe the stages of the SWOT analysis;

.Conduct complex analysis the position of the investigated organization;

.Develop strategies for the organization based on the SWOT matrix;

The object of research is CJSC ER-Telecom.

The subject of the research is SWOT analysis as a strategic planning tool.

1. THEORETICAL ASPECTS OF SWOT ANALYSIS

1 The essence of developing strategies and their classification

strategic planning matrix analysis

Having outlined this or that goal, it becomes necessary to determine the ways to achieve it, i.e. develop a strategy. The great thinker of antiquity "Aristotle" noted: "Good always and everywhere depends on the observance of two conditions: 1) the correct establishment of the ultimate goal of any kind of activity; 2) finding the appropriate means leading to the ultimate goal. " The latter is called strategy today.

The word "strategy" comes from the Greek strategos, which means "the art of the general." The concept of strategy originates from the theory of military affairs, where the "art of the general" and the "art of the lieutenant" are clearly distinguished. The general's art includes defining the general plan of a campaign or battle, building a sequence of main actions, highlighting the directions of the main attack, distributing the main forces along the front, developing possible options for the course of battles. The lieutenant cares about something else: how best to carry out the order received and ensure the solution of the tasks set by the top management and the necessary interaction of his subordinates for this.

In modern management, strategy is a detailed, comprehensive, integrated plan designed to ensure that the organization's mission and objectives are achieved.

The organization's strategy is a set of principles of the organization's activities and its relations with the external and internal environment, the long-term goals of the organization, as well as appropriate decisions on the choice of tools to achieve these goals (with certain fallback options) and the orientation of the organization's business activity. This is both a development perspective and a model, a model for responding to changes in the external environment in which a given organization operates.

G. Mintzberg, B. Altsrand, D. Lampel define the concept of "strategy" in five directions as five "Ps": plan, leadership, benchmark or direction of development from the present to the future; principles of behavior or behavior model; position; perspective; reception, maneuver in order to outwit the opponent.

Combining several concepts of different authors, we can give the following interpretation of the concept of "strategy" - it is the image of organizational actions and management approaches used to achieve organizational objectives and goals of the organization, an interconnected set of long-term measures in the name of strengthening the viability and power of the organization in relation to its competitors.

The main task of the strategy is to transfer the organization from its present state to the future state desired by the management. As a rule, a strategy is developed for several years ahead, is concretized in various projects, programs, practical actions and is implemented in the process of their implementation. Significant expenditures of labor and time of many people required to create an enterprise strategy do not allow it to be frequently changed or seriously adjusted, therefore it is formulated in rather general terms. This strategy is called prospective.

However, the emergence of new unforeseen circumstances, both inside and outside the organization, which do not fit into the initial concept of the strategy, can lead to the opening of new development prospects and opportunities to improve the current state of affairs, or, conversely, force to abandon the proposed policy and action plan. In this case, the initial strategy becomes unfeasible and the company proceeds to consider and formulate urgent strategic objectives.

The most common business development strategies, verified by practice and widely covered in the literature, are usually called basic, or reference ones. Enough detailed description of these strategies are presented by O.S. Vikhansky - the founder and leader of the Russian school of management. These strategies reflect four different approaches to the growth of a firm and are associated with a change in the state of one or more of the following elements: product, market, industry, position of the firm within the industry, technology. Each of these five elements can be in one of two states: an existing state or a new state.

First group reference strategies constitute strategies for concentrated growth. These include those strategies that involve changing a product or market and do not affect the other three elements. If these strategies are followed, the firm tries to improve its product or start producing a new one without changing the industry. On the market side, the firm is looking for opportunities to improve its position in an existing market or is moving to a new market.

Specific types of strategies in the first group include a strategy for strengthening market positions, a market development strategy and a product development strategy.

Using the strategy of strengthening the position, the company does everything to win the best positions with this product in this market. It takes a lot of marketing effort to implement this strategy. The implementation of the strategy of strengthening the position also allows for the implementation of horizontal integration, in which the firm tries to establish control over its competitors.

The market development strategy is to find new markets for an already manufactured product. There are a number of alternatives here, such as using new distribution channels, territorial expansion or looking for new segments in the same regional market.

The product development strategy is that the company develops new or modified products for existing markets, focuses on new models, quality improvement, other innovations closely related to the already introduced products, and implements them to consumers who are positively disposed towards the company and its trade marks.

The second group of reference strategies consists of those business strategies that involve the expansion of the firm by adding new structures. These strategies are called integrated growth strategies. Typically, a firm can resort to implementing such strategies if it is in a strong business, cannot pursue a strategy of concentrated growth, and at the same time, integrated growth does not contradict its long-term goals. The firm can pursue integrated growth both through the acquisition of property and through expansion from within. Moreover, in both cases, there is a change in the position of the firm within the industry.

There are two main types of integrated growth strategies - a reverse vertical integration strategy and a forward vertical integration strategy.

The first type is aimed at the growth of the firm through the acquisition or strengthening of control over suppliers, as well as through the creation of subsidiary crops that carry out the supply. Implementing a reverse vertical integration strategy can lead to beneficial results for a firm by reducing exposure to fluctuations in component prices and supplier demands. At the same time, supplies as a center of expenses for a firm can turn into a center of income in the case of reverse vertical integration.

The strategy of forward-going vertical integration, which is expressed in the growth of the company through the acquisition or strengthening of control over the structures located between the company and the end user, i.e. over distribution and sales systems. This type of integration is beneficial in cases where intermediary services are very expanding or when the firm cannot find intermediaries with a quality level of work.

The third group of reference business development strategies are diversified growth strategies. They are implemented in the event that firms can no longer develop in a given market with a given product within a given industry.

Strategies of this type are a centered diversification strategy, a horizontal diversification strategy, and a conglomerative diversification strategy.

The centralized diversification strategy is based on the search and use of additional opportunities in the existing business for the production of new products. At the same time, the existing production remains in the center of the business, and the new one arises based on the opportunities that are contained in the mastered market, the technology used, or in other strengths of the firm's functioning.

The horizontal diversification strategy involves looking for growth opportunities in the existing market through new products that require new technology that is different from the one used. With this strategy, the company should focus on the production of such technologically unreliable related products that would use the existing capabilities of the company, for example, in the field of supply. Because New Product should be focused on the consumer of the main product, then in terms of its qualities it should be concomitant with the already produced product. An important condition implementation of this strategy is a preliminary assessment by the company of its own competence in the production of a new product.

The strategy of conglomerative diversification is that the company expands through the production of technologically unrelated new products that are sold in new markets. This is one of the most difficult development strategies to implement, since its successful implementation depends on many factors, in particular, on the competence of the existing staff, and in particular on managers, seasonality in the life of the market, the availability of the necessary amounts of money, etc.

Peter Doyle is one of the most renowned experts on marketing and business strategies - in contrast to O.S. Vikhansky, distinguishes four types of diversification, combining the strategies of integrated and diversified growth: this is integration forward along the technological chain, when the company "floats downstream", that is, takes on responsibilities and functions previously performed by a third party, such as wholesalers or retail; integration back along the technological chain - movement "upstream", organization or purchase of enterprises that previously performed the functions of suppliers; concentric diversification, when a company is looking for new products or markets that have certain features of similarity to its products or developed markets; diversification based on the principle of creating a conglomerate - in this case, new products or markets are not associated with the products manufactured by the company, existing technologies or current markets.

The fourth group of reference strategies for business development according to O.S. Vikhansky - these are reduction strategies. These strategies are implemented when a firm needs to regroup its forces after a long period of growth or in connection with the need to improve efficiency, when there are recessions and fundamental changes in the economy, such as, for example, structural restructuring, etc. In these cases, firms resort to targeted and planned downsizing strategies. The implementation of these strategies is often not painful for the company. However, it must be clearly understood that these are the same firm development strategies as the growth strategies considered, and under certain circumstances they cannot be avoided. Moreover, in certain circumstances, these are the only possible strategies for business renewal, since in the overwhelming majority of cases renewal and general acceleration are mutually exclusive business development processes.

There are four types of strategies for targeted business reduction:

The elimination strategy is an extreme case of the targeted reduction strategy. Its essence lies in the fact that the company, within a short period of time, liquidates (closes) individual business units, since it needs to regroup its forces to ensure the growth of the efficiency of its activities, or abandons some areas of its activities.

Harvesting strategy involves moving away from a long-term view of the business in favor of maximizing revenue in the short term. This strategy is applied to a dead end business that cannot be sold profitably but can generate income during the harvest. This strategy involves reducing procurement costs by labor force and maximizing revenue from selling off existing products and continuing declining production. The harvest strategy is designed to ensure that, with a gradual reduction this business to achieve zero during the period of reduction of obtaining the maximum total income.

A downsizing strategy is for a firm to close or sell one of its divisions or businesses in order to bring about a long-term change in the boundaries of doing business. Often this strategy is implemented by diversified firms when one of the industries is poorly combined with others. This strategy is also implemented when it is necessary to obtain funds for the development of more promising businesses or start new ones that are more consistent with the long-term goals of the company.

The main idea of the cost reduction strategy is to look for opportunities to reduce costs and take appropriate measures to reduce costs. This strategy has certain distinctive features, which consist in the fact that it is no longer focused on eliminating sufficiently small sources of costs, and also in the fact that its implementation is in the nature of temporary or short-term measures. The implementation of this strategy is associated with lower production costs, increased productivity, reduced hiring and even layoffs, the termination of the production of profitable goods and the closure of profitable facilities.

Existing Product New Product Existing Market Market Penetration Strategy Product Development Strategy New Market Market Expansion Strategy Diversification Strategy Rice. 1.1. Ansoff Matrix

Another equally well-known classification of strategies belongs to Igor Ansoff. According to its matrix, shown in Figure 1.1, strategies can be divided into four types:

Market penetration strategy is the simplest and most obvious strategy for most companies. The organization is already on the market, its main goal is to increase sales. The main tool here is increasing the competitiveness of products, therefore, the main attention in this strategy should be aimed at increasing the efficiency of business processes, due to which it is possible to increase both the consumption of products by existing consumers and attracting new customers. Possible sources of growth can be: an increase in market share, an increase in the frequency of product use (including through loyalty programs), an increase in the number of product uses, and the opening of new areas of product use for existing consumers.

Market expansion strategy is the second possible solution in which companies are trying to adapt their existing products to new markets. For this, it is necessary to define new potential consumers existing products. Companies whose marketing competencies are effective enough to be a key driving force of development can successfully follow this path through the geographical expansion of the market, the use of new distribution channels, and the search for new market segments that are not yet consumers of this product group.

A third possible growth path is to offer products in the existing market that have characteristics that have been updated to improve market relevance. This is the essence of the product development strategy. It is most preferable for those companies whose core competencies lie in the field of technology and technical development. Opportunities for growth are based on adding new product features or creating a product with improved quality(including repositioning products), expanding the product line (including through new options for offering existing products), developing a new generation of products or developing fundamentally new products.

The last of the possible strategies - the diversification strategy - is the most risky for the company, because implies entering a fundamentally new territory for her. Its choice is justified in cases when the company does not see opportunities to achieve its goals, remaining within the framework of the first three strategies, when a new direction of activity promises to be much more profitable than the development of existing ones, when the available information is not enough to be sure of the stability of the existing business, or when development of a new direction does not require serious investments.

Diversification can take one of the following forms:

Horizontal - the company in this case remains within the existing external environment, its new line of activity complements the existing lines of business, which allows using the synergy effect through the use of existing distribution channels, promotion and other marketing tools.

Vertical - the company's activity enters the previous or next stage of production or sale of the company's existing products. At the same time, the company can benefit by increasing economic efficiency but increases its own risks.

Concentric - consists in the development of the existing product line by including products close to it, having technological or marketing differences from the existing ones, but focused on new customers. This strategy provides economic benefits while reducing risk.

Conglomerate - opens up a new direction of the company's activity, which has nothing to do with the existing ones.

Every organization, every territorial system needs a strategy. The development and implementation of a strategy can significantly increase the capitalization, market value of a firm, organization, and community. In accordance with one of the proposed classifications (or on the basis of any other that has not received coverage in the work), the company can choose the strategy, the implementation of which will allow it to achieve the desired goal. In practice, a firm can implement several strategies simultaneously or sequentially (i.e., implement a combined strategy). It is only necessary to choose a methodology that will make it possible to make a choice in favor of a particular strategy, which will really positively affect the results of the company's activity.

2 The history of the development of SWOT analysis as a method of strategic planning

In order to successfully survive in the long term, an organization must be able to predict what difficulties it may face in the future, and what new opportunities may open up for it. Therefore, strategic management, studying the external environment, focuses on clarifying the opportunities and threats within it. However, just as having knowledge of opportunities that open up does not guarantee that they will be used, and being aware of potential threats does not mean that a company will have the resources by which it can resist it.

As much as threats and opportunities, the conditions for the successful existence of an organization determine its strengths and weaknesses. Therefore, when analyzing the internal environment, strategic management is interested in identifying exactly what strengths and weaknesses the individual components of the organization and the organization as a whole have.

Thus, it can be stated that the analysis of the environment is aimed at identifying the threats and opportunities that may arise in the external environment in relation to the organization, as well as the strengths and weaknesses that the organization possesses. It is to solve this problem that certain techniques for analyzing the environment have been developed, which are used in strategic management.

The SWOT method used for analysis was first introduced in 1963 at Harvard<#"justify">Internal environment Strengths (properties of the project or team that give advantages over others in the industry) Weaknesses (properties that weaken the project) External environment Opportunities (external probable factors that give additional opportunities to achieve the goal) Threats (external probable factors that can complicate the achievement of the goal)

Initially, SWOT analysis was based on the articulation and structuring of knowledge about the current situation and trends. Later, it began to be used in a broader application - for the construction of strategies.

In its modern form, SWOT analysis appeared thanks to the work of a group of scientists at Stanford Research Institute: R. Stewart (research leader), Marion Dosher, Otis Benepe and Albert Humphrey. Investigating the organization of strategic planning in Fortune 500 companies (the study was conducted from 1960 to 1969), they eventually came up with a system they called SOFT: Satisfactory, Opportunity, Fault, Threat. Later the model was modified and renamed into the SWOT presented above and has become widespread in academia and among practitioners.

In 1982, Professor Heinz Weihrich published a paper in which he proposed a new kind of SWOT model. He called his SWOT model the TOWS matrix and saw it as a conceptual framework for systematic analysis that facilitates the mapping of external threats and opportunities to internal weaknesses and strengths of the organization. The scientist proposed to build strategies for the behavior of a company based on a systematic comparison of pre-created lists external factors with inner strengths and weaknesses. He also pointed out the need to build SWOT matrices at regular intervals. This was supposed to allow tracking changes. competitive environment when building strategies.

Subsequently, in the works of other researchers, this model is called as an extended or as an integrated SWOT model, however, in most works on strategic planning, you can come across the term "SWOT analysis". In this model, the process of strategic planning using the extended SWOT matrix was proposed to be organized as a sequence of steps: analysis of the external environment, analysis of the internal environment and the construction of strategies and tactical actions.

From the 60s to the present, SWOT analysis has been widely used in the process of strategic planning. Every business plan, every marketing plan must have a "SWOT analysis" section. According to SCIP (The Society of Competitive Intelligence Professionals) SWOT analysis is also used in competitive intelligence.

Summarizing the above, we can conclude that with the advent of SWOT models, analysts received a tool for their intellectual work. Known, but scattered and unsystematic ideas about the firm and the competitive environment SWOT analysis allowed analysts to formulate a logically consistent pattern of interaction of forces, weaknesses, opportunities and threats. As a result of performing a classic SWOT analysis, structured information is created within the framework of a single SWOT model.

3 SWOT analysis as a strategic planning tool: characteristics of the stages and the procedure for conducting

A dynamic strategic planning process involves the implementation of all management functions. Without taking advantage of strategic planning, the organization as a whole and individuals will be deprived of a clear way of assessing the purpose or direction of the corporate enterprise. The strategic planning process provides a framework for managing the members of an organization.

Michael Mescon interprets strategic planning as a set of actions and decisions taken by management that lead to the development of specific strategies designed to help the organization achieve its goals.

According to Peter Laureng, the strategic planning process is a tool to help in making management decisions. Its task is to provide sufficient innovation and change in the organization. He sees four main types of management activities within the strategic planning process: resource allocation, adaptation to the external environment, internal coordination and organizational strategic foresight.

Strategic planning is one of the stages of strategic management. The latter can be defined as such management of the organization, which relies on human potential as the basis of the organization, orients production activities to the needs of consumers, in response to a challenge from the environment, implements a flexible response and carries out modern changes in the organization, allowing to achieve competitive advantages, which in the aggregate allows the organization to survive and achieve its goals in the long term.

As links in the same chain, strategic planning and strategic management have different goals and methods of implementation. Planning is component strategic management, which includes only its initial stages, such as defining a mission<#"justify">To begin with, taking into account the specific situation in which the organization finds itself, a list of its strengths and weaknesses, as well as a list of threats and opportunities, are drawn up. After the lists are compiled, the stage of establishing links between them begins. To establish links, a SWOT matrix is drawn up, presented in Figure 1.2. Opportunities 1. 2. 3. …… .Threats 1. 2. 3. …… Strengths 1. 2. 3.… .. Field "SIV" Field "SIA" Weaknesses 1. 2. 3. Field "SLV" "SLU" field Rice. 1.2. SWOT Matrix

On the left in the table, two sections are highlighted (strengths and weaknesses), in which, respectively, all the strengths and weaknesses of the organization identified at the first stage of the analysis are entered. In the upper part of the matrix, there are also two sections (opportunities and threats), in which all the identified opportunities and threats are entered.

At the intersection of the sections, four fields are formed: the "SIV" field (strength and capabilities); field "SIA" (strength and threats), field "SLV" (weakness and opportunities), field "SLU" (weakness and threats). In each of these fields, the researcher should consider all possible paired combinations and highlight those that should be taken into account when developing a strategy for the organization's behavior. For those couples selected from the SIV field, a strategy should be developed to leverage the strengths of the organization in order to capitalize on the opportunities that have emerged in the external environment. For those couples who find themselves on the "SLV" field, the strategy should be built in such a way as to try to overcome the weaknesses in the organization due to the emerging opportunities. If the pair is on the "IMS" field, then the strategy should involve the use of the strength of the organization to eliminate these threats. For couples on the SLU field, the organization must strategize to both get rid of the threat and try to prevent it from coming.

When developing strategies, it should be remembered that opportunities and threats can turn into their opposite. For example, an untapped opportunity can become a threat if a competitor exploits it. Or, conversely, a successfully avoided threat can create an additional strength for an organization if competitors have not eliminated the same threat.

For the successful application of the SWOT analysis methodology of the organization's environment, it is important to be able not only to reveal threats and opportunities, but also to be able to assess them in terms of how important it is for an organization to take into account each of the identified threats and opportunities in its strategy of behavior.

To assess opportunities, the method of positioning each specific opportunity on the matrix of opportunities presented in Figure 1.3 is applied.

Strong influence Moderate influence Low influence High probability Field "BC" Field "VL" Field "BM" Medium probability Field "CC" Field "CS" Field "CM" Low probability Field "HC" Field "NU" Field "NM" Rice. 1.3. Opportunity matrix

This matrix is built as follows: from above is the degree of influence of the opportunity on the activities of the organization (strong, moderate, weak); on the side is the likelihood that the organization will be able to take advantage of the opportunity (high, medium, low). The nine capability fields obtained within the matrix have different meanings for the organization. Opportunities that fall into the "VS", "VU", and "SS" fields are of great importance to the organization and must be exploited. Opportunities that fall on the "CM", "OU" and "NM" fields are practically not worthy of the organization's attention. With regard to the opportunities that have fallen into the remaining fields, management should make a positive decision about their use if the organization has sufficient resources. A similar matrix is compiled for assessing threats. It is shown in Figure 1.4.

Influence of threats on the organization Probability of threats realization Destruction Critical condition Severe Condition “Minor bruises” High Field “ВР” Field “VK” Field “VT” Field “VM” Medium Field “CP” Field “SC” Field “ST” Field “SL” Low Field “NR” Field “ NK "Field" NT "Field" NL " Rice. 1.4. Threat matrix

The threats that fall on the "VR", "VK" and "SR" fields pose a very great danger to the organization and require immediate and mandatory elimination. Threats that hit the "VT", "SK" and "NR" fields should also be in the field of vision of senior management and should be eliminated as a matter of priority. As for the threats on the fields of "NK", "ST" and "VL", then an attentive and responsible approach to their elimination is required.

Threats that have fallen on the remaining fields should also not fall out of sight of the organization's leadership. In this case, careful monitoring of their development should be carried out, although this does not set the task of their primary elimination.

It should be noted that SWOT analysis is just one of the possible approaches to the formation of an enterprise strategy. The most complete picture will be if, in combination with a SWOT analysis, other methods of strategic planning are used, for example, compiling a BCG matrix, a Thompson-Strickland matrix, conducting an analysis of the competitive environment according to A.I. Prigogine and others.

In general, SWOT analysis is one of the most common tools for developing a firm's strategy, since it not only allows you to identify the strengths and weaknesses of the organization, its opportunities and threats, but also helps to establish links between them to determine the use of which strategy will lead the organization to achieving goals.

2. APPLICATION OF SWOT ANALYSIS DURING STRATEGY DEVELOPMENT IN ER-Telecom Holding CJSC

1 Organizational and economic characteristics of ER-Telecom Holding CJSC

The process of strategic planning is dynamic and in one form or another unites all other management functions: it predetermines the practical action of the members of the labor collective, each employee individually and the collective as a whole.

Without taking advantage of strategic planning, organizations and individuals will be deprived of a clear way of assessing the purpose or direction of a corporate enterprise. The strategic planning process provides a framework for managing the members of an organization.

Effectively implemented strategic management in the context of globalization and internationalization of economic processes, when most of the goods and services have become available to consumers in any country, allows organizations and firms to determine as accurately as possible the needs of target groups of buyers, to make them their regular customers.

Currently, strategic planning in the organization has a special place: the management of companies interested in the progressive development of their business realizes the need for this process, since it allows not only to predict the future of the organization, but also to develop a possible action plan in accordance with the forecast.

Let us consider the peculiarities of the strategic planning process and the use of SWOT analysis in the development of a company's strategy using the example of CJSC Er-Telecom Holding.

ER-Telecom is a Russian telecommunications company, operator of triple play services (providing customers with three services simultaneously via one broadband cable). The company's products are communication services - broadband Internet access, cable and HDTV, fixed telephony, which for individuals are provided under the Dom.ru brand, for corporate clients - under the Dom.ru Business brand.

The main legal entity of the company is CJSC ER-Telecom Holding (full name - Closed Joint Stock Company ER-Telecom Holding); services are also rendered through OJSC ER-Telecom. The head office is located in Perm, where in 2001 CJSC ER-Telecom was formed through the merger of the telephone operator CJSC Elsvyaz and the Internet provider CJSC Raid-Internet (Elsvyaz-Raid).

The goal of the organization is to create a leading company in the Internet and cable TV market with a share of at least 20% in revenue by the end of 2014, the mission is to make information accessible, communication pleasant, and exploring the world easy.

The main areas of activity are implemented on the basis of our own City Universal Telecommunication Networks, built from scratch and according to uniform standards in each city of presence using the “optics to home” technology.

The geography of ER-Telecom's activities is 56 cities in Russia, the total number of subscribers is more than 5 million people.

ER-Telecom is in the TOP-2 of the largest Internet providers in Russia, in the TOP-4 of the largest Pay TV operators. The company accounts for 10% of the Russian broadband Internet access market, 10% of the cable TV market. ER-Telecom plays the role of a stimulator of competition in the regions and occupies a leading position in Russia in terms of subscriber connection rates.

The company is included in the list of “100 best customer-oriented companies in Russia” (2007), is a member of the “Rating of business reputation of 20 telecom companies”, where it takes 7th place, “Rating of Russian employers - 2011” (6th place), a laureate national awards "Company of the Year" in the category "Telecommunications" (2009), "Consumer Rights" in the category "Urban Communications" (2011), "Brand of the Year / EFFIE" (2012).

In 2009 and 2010, ER-Telecom topped the rating of the fastest growing telecom companies in Russia (according to the Sekret Firmy magazine). In 2011, he entered the rating of the Deloitte agency “500 fastest growing companies in the high-tech sector in the regions of Europe, the Middle East and Africa - 2011”, where he took 11th place - the highest among companies in Russia and the CIS.

The shareholders of the company are PFI-Group Holding, the Baring Vostok Fund and the company's management.

The holding companies offer a wide range of modern solutions for both home and business. For individuals, the company offers services of constant access to the Internet at speeds up to 100 Mbit / s, which is provided using Ethernet technology, cable TV (the package of channels for home entertainment is balanced for the interests of different audiences, the basic package contains 60 channels), Dom.ru TV - center home entertainment that allows you to watch HD channels, as well as a home phone with additional features such as real-time balance control, easy payment, voicemail, answering machine, view of missed calls, smart forwarding with Internet control and 100 percent number portability within the GUTS.

The following services are designed for corporate clients: high-speed Internet access, integration of geographically distributed offices into a single corporate network, remote workplaces, video surveillance, video conferencing, technological data transfer, telephony, cable TV. All services are provided on the platform of our own city-wide broadband networks - GUTS (City Universal Telecommunication Network) - on the principle of "triple play" (video, voice, data) with a bandwidth of up to 1 Gbit / s. In technical terms, the network is characterized by stability, noise immunity, investment security, scalability, a wide range of services, high bandwidth and powerful functionality.

ER-Telecom corporate clients enjoy a number of advantages. These include the availability of innovative services for business development, which help to significantly speed up business processes in the company, the ability to reduce the time for the exchange of information between employees and branches, reduce the cost of long-distance and international communication due to a flexible system of discounts, as well as take advantage of the operational in real time, tracking key performance indicators.

However, along with positive qualities, there are criticisms of the company. Er-Telecom Holding CJSC was found guilty of violating the rights of subscribers upon termination of contracts<#"justify">The company was also criticized for the illegal installation of equipment and work in residential buildings without permission and other violations. When the services of this company appeared in homes, a loss of TV quality was noticed and the cables of other Internet providers were cut off. The court established that ER-Telecom initiated a meeting of the owners of the house, the decision of which ER-Telecom used to install its equipment in the house. The court also satisfied the claim of the owners of the house and declared the decision of the owners' meeting invalid.

Thus, the image of Er-Telecom Holding CJSC cannot be called favorable. But, despite this, the company's services are in demand and it continues to struggle for leadership in the telecommunications services market.

The organizational structure of the ER Telecom Holding is aimed primarily at centralized planning at the highest level of management and decentralized activities of production units. CJSC "Er Telecom Holding" has a divisional organizational structure since this enterprise has 3 separate divisions (cable TV, Internet service provider, city telephone communication), which deal with different kinds activities. Responsibilities, tasks, powers of each managerial position are determined in the job description.

This type of organization is characterized by centralized planning and distribution of basic resources at the highest level, as well as making operational decisions and responsibility for making a profit by the departments themselves. In general, the divisional structure in the structure allows the latter to continue its growth and effectively manage different types of activities and in different markets. The heads of production departments within the framework of their assigned product or territory coordinate activities not only down the line , but also by function and thereby develop the required qualities of general leadership. Thus, a good talent pool is created for the strategic level of the organization. Dividing decisions into levels accelerates their adoption and improves their quality.

Main production indicators of CJSC Er-Telecom Holding in the period 2011-2012 are presented in table 2.1.

Table 2.1. Production indicators of CJSC Er-Telecom Holding

Unit Measurements 2011 2012 Changes,% Installed capacity Thousand sq. 6 7298 41 125% Total subscriber base Ths. sq. 2 3653 00927% Structure of the subscriber base by the number of services One-play Thous. sq. 1 0321 0936% Double-play Ths. sq. 1 1201 55038% Triple -play Thousand sq. 21336672% Number of contracts Thous.b. 3 9125 29035% Structure of contracts by product Cable TV Thous.b. 1 7472 34834% Broadband Internet access Ths.b. 1 8992 48731% Telephony Thousand sq. 26545672% RGU per subscriber 1.651,766 %

According to the results of this table, the installed capacity of the network in 2012 increased by 25% compared to the previous year and amounted to 8.4 million households. The total subscriber base of the company compared to 2011 increased by 27%, thus amounting to 3,009 thousand apartments. Over the year, the share of subscribers consuming more than one operator's service increased from 56% in 2011 to 64% in 2012. The share of triple-play subscribers - subscribers using all three Dom.ru services at once - reached 366 thousand apartments, having increased by 72%. More than half of the Company's subscribers - 52% - are consumers of a package offer consisting of two services - double-play. As of December 31, 2012, the total number of active contracts for all types of services (RGU) amounted to 5,290 thousand. The increase compared to the previous year was 1,379 thousand, or 35%. At the end of 2012, the number of active Cable Television agreements reached 2,348 thousand. Growth for the year amounted to 601 thousand subscribers, or 34% compared to 2011. The company ranks 4th in Russia in the Pay TV market. The number of active broadband Internet access contracts for 12 months of 2012 increased to 2,487 thousand. The increase for the year amounted to 587 thousand subscribers, or 31%. According to the results of 2012, Dom.ru has risen to the 2nd place in the Russian broadband Internet access market in terms of the number of subscribers, overtaking two strong federal competitors. According to the results of 2012, the number of active fixed-line telephony contracts amounted to about 456 thousand clients, which is 191 thousand subscribers more than in 2011. The increase in the number of subscribers for the year is 72%. RGU per subscriber - the average number of active contracts per subscriber (one apartment) - according to the results of 2012 was 1.76. In 2011, this indicator was at the level of 1.65. The growth in the number of services consumed by one subscriber testifies to the success of the package sales policy implemented by Dom.ru.

Financial indicators of CJSC ER-Telecom Holding for 2011-2012 are reflected in table 2.2.

Table 2.2. Financial indicators of CJSC ER-Telecom Holding for 2011-2012

Unit Measurements 2011 year 2012 Change,% Revenue Million rubles 9 68413 89643% EBITDA (profit before taxes, interest and accrued depreciation). Million rubles - 513956-EBITDA margin% -5% 7% - Revenue structure by product Million. RUB Cable TVMillion RUB2 8684 07642% Broadband Internet accessMillion RUB6 1658 75942% TelephonyMillion RUB 6451 05463% Add. ServicesMillion rubles 5847% Revenue structure by segments Million rubles B2B (market sector in which the company's clients are other companies) Million rubles 9871 61964% B2C (market sector in which the company's clients are individuals) Million rubles 8 69112 26941% add. ServicesMillion rubles 5847% Product ARPU with VAT Cable TV RUB / month 1901963% Broadband Internet access RUB / month 3723936% Telephony RUB / month 318287-10% ARPU with VAT by segments B2B RUB / month 2 6072 398-8 % B2C RUB / month 2612662%

According to table 2.2., The revenue for 2012 increased by 43% and amounted to 13,896 million rubles. without VAT.

For 12 months of 2012, revenue from broadband Internet access services amounted to 8,759 million rubles. excluding VAT (63% in the total revenue structure), from the provision of cable television services - 4,076 million rubles. excluding VAT (29% in the structure of total revenue), from the provision of telephony services - 1,054 million rubles. excluding VAT (8% in the structure of total revenue).

The share of the B2B segment in total revenue continues to grow; in 2012, B2B revenue exceeded RUB 1.6 billion. The increase in revenue in this segment for the year amounted to 64%. Parallel development of B2C and B2B segments makes Dom.ru product portfolio more balanced and resistant to changes in the industry.

Average monthly income per user (ARPU) in 2012 amounted to 297 rubles, including VAT 18%. The increase was 3% compared to the same period last year.

Despite the high rate of subscriber base recruitment and the relatively recent launch of start-ups in new cities of the project, EBITDA in 2012 was positive value and increased by 1,468 billion rubles. compared to 2011, amounting to 956 million rubles.

EBITDA margin in 2012 was 7%, in 2011 this indicator was at the level of -5%.

The financial and operational indicators of Er-Telecom Holding CJSC indicate that this company is a fast-growing one. Focusing on private and corporate clients, a wide range of services, the demand for which is increasing from year to year, regular implementation of innovations and high quality of service allow Er-Telecom Holding CJSC to take a strong position in the market. However, in order to ensure the continued prosperity of this business, the company needs to pay tribute to strategic management and regularly monitor changes in the internal and external environment. This, in turn, will allow her to quickly respond to these changes and use them for the good of the organization.

2 Identification of strategic problems of ER-Telecom CJSC

Identifying the strategic challenges facing the company is a prerequisite for developing an effective strategy.

To identify problems in a timely manner, managers must examine the results of the analyzes and determine exactly what needs to be focused on in order to achieve financial and competitive success in the long term. It is difficult to overestimate the importance of this work. Without knowledge of the company's problems, it makes no sense to start developing a strategy.

One of the factors in identifying strategic issues is to explore how the strengths and capabilities of the company can be exploited with the current strategy. To this end, it is necessary to conduct a SWOT analysis, which will identify the existing advantages and disadvantages of the enterprise, as well as identify external threats and opportunities. The information obtained as a result of the SWOT analysis will allow the company to choose the most effective strategy that meets its goals.

The activities carried out by Er-Telecom Holding CJSC indicate that this company uses a strategy to strengthen its market position, as well as a market development strategy. The external manifestation of the use of these strategies is the active actions of the company aimed at gaining the best positions in the market, as well as geographic expansion. As part of the implementation of the strategy, the organization performs the following tasks:

Creation of a federal company, consisting of a group of regional leaders of the telecommunications market, providing a full range of basic communications services;

Achievement of stable leading positions in each city of presence within 3 years from the beginning of operations due to the best customer service and the maximum achievable operational efficiency.

In order to achieve the most accurate results and choose the most effective strategy, it is necessary to conduct a SWOT analysis for a specific market. For this purpose, we will consider the Tyumen branch of CJSC Er-Telecom Holding as an object, thus limiting ourselves to the market of the Tyumen region. The data obtained during the collection of information on the strengths and weaknesses of the organization, as well as on the potential threat opportunities are reflected in the SWOT matrix presented in Table 2.3.

Table 2.3. SWOT matrix for the Tyumen branch of CJSC Er-Telecom Holding

Strengths: 1. Low price for the services provided; 2.High quality; 3. Effective activity of the consulting center; 4. Quality after-sales customer service; 5. High salary of employees; 6. Qualified personnel; 7. Timely implementation of innovative technologies; 8. Availability of monetary resources; 9. Developed management; Weaknesses: 1. Inability to get all the necessary services from one operator; 2. Unfavorable image; Opportunities: 1. An increase in the standard of living of the population, an increase in the solvency of consumers; 2. The emergence of new technologies for the provision of services; 3. An increase in the population's need for telecommunication services; 4. Development of communication infrastructure of cities; 5. Investment potential; industry; 6. The appearance of young qualified personnel; 1. The availability of funds (CC8) makes it possible to use B2 to improve the quality characteristics of products. 2. Payment of high wages (CC5) allows attracting young qualified personnel (B6). 3. Timely introduction of innovative technologies (CC7), availability of monetary resources (CC8) and developed management (CC9) make it possible to increase the investment potential of the industry (B5). 4.CC1, CC2, CC3, CC4 and CC6 allow the use of B1, B3 and B4 (to increase sales volumes, expand geography) 1.Using B1, B2, B3 and B4, an enterprise can eliminate CC1, expanding the range of services and providing customers all necessary telecommunication services from one operator; 2.CC2 can become an obstacle to the use of B5 Threats: 1. Competition in the domestic market; 2. The low level of development of the communication infrastructure of the province; 3. Prospective saturation of the existing market segment (Tyumen); 4. Computer crime; 5. New technologies of competitors; 6. The emergence of new customer needs for better services and technologies. 1.CC1, CC2, CC4 and CC6 allow the company to eliminate U1; 2.CC6 and CC9 can destroy U4; 3.CC7 and CC8 allow the enterprise to deal with U5 and U6; 1.CC2 can increase the risk of U1 influence; 2.CC1 can make the enterprise more vulnerable to V5 and V6;

The SWOT Matrix provides insight into the organization's strengths that it can use to seize opportunities and mitigate threats, and helps identify weaknesses that increase a company's vulnerability to threats and hinder full exploitation of opportunities.

The fields of the matrix "SIV", "SIU", "SLV" and "SLU" are represented by combinations, on the basis of which the company needs to develop a strategy. However, for the effective application of the SWOT methodology, it is not enough to identify opportunities and threats - the choice of a strategy requires their assessment in terms of their importance to the organization.

In order to assess the capabilities of the enterprise, we use the capabilities matrix presented in Table 2.4.

Table 2.4. Matrix of opportunities for the Tyumen branch of CJSC Er-Telecom Holding

Strong impact Moderate impact Low impact High likelihood Development of communication infrastructure in cities Increase in the population's need for telecommunications services The emergence of young qualified personnel Average probability Growth of living standards of the population, increasing the purchasing power of consumers Investment potential of the industry -Low probability The emergence of new technologies for providing services - -

According to the matrix, the likelihood that an organization will be able to take advantage of the opportunity to develop the communication infrastructure of cities is high, and since the degree of its influence on the organization's activities is strong, the company is recommended to take this fact into account when developing a strategy. The same way we can draw a conclusion from the remaining quadrants of the matrix. Thus, based on the results of the table, the Tyumen branch of CJSC Er-Telecom Holding is strongly influenced by such opportunities as an increase in the standard of living of the population and the emergence of new technologies for providing services with an average and low probability of their use, respectively. As for the increase in the demand for telecommunication services among the population, this opportunity has a moderate impact on the enterprise, while the likelihood of its use is high. The same degree of probability with a lesser impact on the activities of the company has the possibility of the appearance of young qualified personnel in the labor market. The influence of the investment potential of the branch on the branch is moderate with an average probability of use.

The capabilities of "VS", "VU" and "SS" are of great importance for the organization, and they must be used. Opportunities that fall on the "CM", "OU" and "NM" fields are practically not worthy of the organization's attention. The remaining fields in our case were left blank, but if there were opportunities in them, their use would take place subject to the availability of appropriate resources and by the decision of the management.

A similar matrix compiled for the threats of the company in question is presented in Table 2.5.

Table 2.5. Threat matrix for the Tyumen branch of CJSC Er-Telecom Holding

Probability of threat realization Destruction Critical Condition Severe “Minor bruises” condition High-The emergence of new customer needs for better services and technologies - Medium New competing technologies Competition in the domestic market Computer crime-Low - Estimated saturation of the existing market segment Low level of development of communication infrastructure in the province

These matrices indicate that the threat of new customer needs for better services and technologies, as well as the emergence of new technologies from competitors, pose a very great threat to the organization and require immediate and mandatory elimination. The threat of competition in the domestic market must also be on the radar of senior management so that it can be prevented as a matter of priority. With regard to the threat of computer crime and the alleged saturation of the existing market segment, an attentive and responsible approach to their elimination is required. The problem of the low level of development of the communication infrastructure of the province for the Tyumen branch of CJSC Er-Telecom Holding, according to the table, does not pose a danger.

After analyzing the strengths and weaknesses of the enterprise, its external opportunities and threats, as well as assessing the strength of influence and the degree of likelihood of using the latter two, we can conclude that the strategic problems that can prevent a company from achieving success are not taking advantage of opportunities, which can subsequently outgrow into a threat if competitors take advantage of this opportunity, as well as the lack of action to eliminate threats and weaknesses that adversely affect the fate of the company. The company, along with geographic expansion and gaining a leading position in the market, which constitute the real strategy of the organization, should pay due attention to expanding the range of services so that the client can purchase everything he needs from one operator, improve their quality, introduce innovations, and create a favorable image. companies.

3 Development of an enterprise strategy based on the SWOT matrix

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

Based on a sequential consideration of these factors, decisions are made to adjust the goals and strategies of the enterprise, which, in turn, determine the key points of the organization's activities.

The attractiveness and popularity of this method is associated, on the one hand, with its simplicity, versatility and affordability, and on the other, with the possibility of a comprehensive view of the company and its business environment.

In order to find out what strategy ER-Telecom Hodding needs to apply in order to meet the company's goals, a final SWOT matrix was developed with a description of possible strategies. It is presented in table 2.6.

Table 2.6. Final SWOT Matrix for Er-Telecom Holding CJSC

SO Strategies that use strengths to realize the opportunities of the external environment: 1. S8 + O2 Concentrated Growth Strategy (Product Development Strategy) 2. S5 + O6 Horizontal Diversification Strategy 3. S7 + S8 + S9 + O5 Defensive Strategy 4. S1 + S2 + S3 + S4 + S6 + O1 + O3 + B4 WO Market Penetration Strategy Strategies that use external opportunities to minimize the impact of company weaknesses: 1. W1 + O1 + O2 + O3 + O4 Concentric diversification strategy 2. W3 + O5 ST Market Penetration Strategy Strategies that use the company's strengths to minimize environmental threats: 1. S1 + S2 + S4 + S6 + T1 Strengthening strategy 2. S6 + S9 + T4 Defensive strategy 3. S7 + S8 + T5 + T6 Strategy WT Product Development Strategies that minimize company weaknesses and avoid environmental threats: 1. W2 + T1 Defensive strategy 2. W1 + T5 + T6 Product development strategy

The first quadrant of the matrix contains strategies that use strengths to realize the capabilities of the external environment. By leveraging cash availability (S8) as a strength, a company can take advantage of the emergence of new service delivery technologies (O2). In this case, it is advisable to use a product development strategy - using available funds, a company can develop new or modified services for existing markets (for example, cellular communications), improve their quality and sell them to consumers.

High employee salaries (S5), which attracts young skilled workers entering the labor market (O6), allows for a horizontal diversification strategy. This strategy involves looking for growth opportunities in the existing market through new products that require new technology, different from the one used, for the development of which highly qualified personnel are needed. An enterprise can increase the investment potential of the industry (O5) due to such strengths as the timely introduction of innovative technologies (S7), the availability of financial resources (S8), and developed management (S9). Here a defensive strategy takes place - the company plans to grow and seeks to maintain its market share by attracting investors.

Low prices for the services provided (S1), high quality of services (S2), high-quality after-sales customer service (S4) and qualified personnel (S6) allow the company to use the opportunities of increasing solvency (O1) and increasing demand for telecommunications services among the population (O3). In this case, the most obvious strategy for most companies is applicable - the market penetration strategy, when the main goal of the organization is to increase sales by increasing the competitiveness of products.

The WO matrix field contains strategies that use the capabilities of the external environment to minimize the impact of the company's weaknesses. Thus, by applying the strategy of concentric diversification, the company, through the use of opportunities to increase the paying capacity of consumers (O1), the emergence of new technologies for the provision of services (O2), an increase in the population's demand for telecommunications services (O3) and the development of the communication infrastructure of cities (O4), can eliminate the lack of opportunity get all the necessary services from one operator (W1), since the above strategy involves the development of the existing product line by including products close to it that have technological or marketing differences from the existing ones, but focused on new customers. The unfavorable image of the company (W2) can provoke the emergence of difficulties in using the opportunity to increase the investment potential of the industry (O5), but the company has a chance to attract sponsorship capital by applying a product development strategy, because innovations and product performance improvements tend to increase investor interest in the organization. In this way, the effect of an unfavorable image on the perception of the firm by sponsors can be mitigated.

The next quadrant of the matrix, ST, contains strategies that use the company's strengths to minimize environmental threats. Low price for services provided (S1), high quality (S2), quality after-sales customer service (S4), qualified personnel (S6) allow the organization to fight competition in the domestic market (T1). In this case, you can apply the strategy of strengthening the position - with the help of active marketing activities, the company will emphasize its strengths, thus increasing the demand for products and weakening the influence of competitors. Skilled personnel (S6) and advanced management (S9) increase the ability to eliminate computer crime (T4). Applying a defensive strategy, the company uses highly qualified personnel to fight computer crime, while maintaining its former positions. Enterprise strengths such as the timely introduction of innovative technologies (S7) and the availability of funds (S8) make it easier to resist the threats of new technologies from competitors and the emergence of new customer needs for better services and technologies. A product development strategy of developing new or modified products for existing markets, improving quality and introducing innovations makes it possible to use strengths to eliminate existing threats.

The field of the WT matrix contains strategies that minimize the company's weaknesses and avoid threats from the external environment. In order to weaken the influence of competitors in the domestic market (T1), the company should improve its image (W2). The use of a defensive strategy in this situation assumes that the firm retains its existing market share and maintains its position in the market, which will prevent the weak side from succumbing to the influence of the threat. In order to minimize the impact of threats of new customer needs for better services and technologies and the emergence of new technologies of competitors and, the company is recommended to provide the opportunity for customers to receive all the necessary services from one operator and expand their range through product development (W1). Here you can apply a product development strategy to simultaneously expand the range of services offered and improve their technical characteristics in accordance with customer requirements.

Now, in accordance with the matrixes for assessing threats and opportunities, it is possible to determine the degree of significance of the existing strategies and select those of them, the application of which at a given time is expedient and meets the main goal of the company. According to the results obtained from the matrix analysis, product development strategy, market penetration strategy and defensive strategy will be of paramount importance. Their use will lead to the establishment of Er-Telecom Holding CJSC as a leader in the Internet and cable TV market with a share of at least 20% in terms of revenue by the end of 2014. By expanding the range of telecommunication services, improving the image of the organization and increasing the competitiveness of goods, the organization will achieve its goals. It is also worth noting that these strategies are relevant both for the Tyumen branch and for the entire company as a whole. Before carrying out geographic expansion, Er-Telecom Holding CJSC should eliminate the existing problems in the already developed markets, so as not to increase their scale.

CONCLUSION

In the activities of any enterprise, both newly formed and existing on the market for a long time, an action strategy plays an important role. Not only a one-time profit from a transaction depends on the correctly chosen strategy, but also the prospect of an enterprise's existence for a long time.

One of the important stages in the formation of an organization's strategy is strategic analysis industry, market segment in which the company's products will be or is already positioned, analysis of competitors' experience - their mistakes and successes, as well as many other factors that, to one degree or another, can affect the operation and profitability of the enterprise.

One of the most convenient and popular analysis methods is SWOT analysis. Despite the fact that its principles were developed a long time ago (in the 60s of the twentieth century), they have not lost their relevance and objectivity to this day. SWOT analysis is convenient, first of all, because within the framework of one matrix, the analyst can consider both the internal potential of the enterprise, its resources and reserves, and the influence of the external environment on the operation of the enterprise and its success in the market and in the industry.

After analyzing the activities of CJSC Er-Telecom Holding, identifying its strengths and weaknesses, as well as opportunities and threats, strategies were developed that are recommended for use specifically for this company.

According to the results of the SWOT analysis, the priority for the organization in question is the product development strategy, market penetration strategy and defensive strategy. By expanding the range of telecommunications services, improving the image of the organization and increasing the competitiveness of goods, the company will be able to achieve its goal, namely, to increase the company's revenue by 20% by the end of 2014.

Thus, thanks to the carried out SWOT-analysis, we have formed a special strategic position of the enterprise, which will be able to ensure the potential of the company's profitability, and its long-term viability in a changing environment.

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7. Process approach in management.

8. Methods of psychological influence on the motivation of workers, the efficiency of labor activity.

9. Features of communication with clients by phone.

10. Situational approach to management.

11. Psychological analysis of the personality of the manager. Types of managers and their characteristics.

12. Customer Service Program.

13. Authoritarian, democratic, liberal management styles. Their characteristics.

14. Innovative entrepreneurship. Essence, basic elements.

15. Swot analysis as an important strategic planning tool.

16. Management as science and art.

17. Management decisions: essence, classification, requirements for them. Procedureogram. Preparation and adoption of management decisions.

18. Basic forms, rules of business communication.

2. Business communication "manager-subordinate"

3. Business communication "between employees"

19. Authority of the manager and leadership. Concept, distinguishing features of authority from leadership.

20. Strategic management as an ongoing process. 5 tasks of strategic management.

21. Systems approach to management

22. Strategy for growth and business development

2. Tasks to be solved:

23. The main methods of psychological research.

24. Management: theoretical approaches to management. The modern level of management.

25. Analyzes of the design of organizational relations.

26. The concept of "management style" and "management culture". Content and methods for developing an effective management style.

Autocratic management style

Democratic management style

Liberal management style

27. Conflict and stress management: concept, causes, ways and methods of their resolution.

28. Innovation management: origin, formation and main features.

29. The concept of management and its role in a market economy.

30. Pest analysis and the McKinsey matrix as an important tool for analyzing the internal environment of the enterprise.

31. The market for innovative products and its characteristics.

32. Management process: its content and main characteristics, role and goals in the management process.

33. Hotel complex. Essence, types and classification.

Classification

Star system

Half board

Specialized hotels

Furnishings and amenities

Nutrition

Famous hotel chains

34. Competitiveness and innovation strategy. Concepts, their determining factors.

35. Structure as the basis for the functioning of the management system. Their types. Designing management structures, requirements and their determining factors.

36. Travel agencies. Sellers, buyers and performers of the tour. Services.

37. Management methods. Interconnection and interdependence.

38. Classification of accommodation facilities. Types and categories of tourism.

39. Leadership and leadership.

40. The quality of customer service and ways to regulate it

41. Typology of tour regions, factors of influence.

42. Business communication. Features, structural processes of communication.

43. The main roles performed by a modern manager.

44. Tourism (essence, features, classification).

45. Organizational and psychological structure of the enterprise.

46. Information and technical support of management, their role and importance in the management process.

47. Communication behavior in the organization

48. Same as 10

49. Typology of the tourist.

50. Development of corporate strategy. The basis for the implementation of the firm's strategy.

51. Management functions. Composition, essence, meaning and their determining factors.

52. Models of organizations as objects of management of open systems.

53. Process approach to management.

54. Socio-psychological influence: conformism, suggestibility, submission.

55. International hotel operations.

56. The psychology of successful sales. Client classification. The basis of sales psychology.

Psychology and principles of sales

The psychology of successful sales

Client classification.

57. Features of tourism in Russia. Tourist roles.

58. The strategy of low costs and the conditions for its application.

59. Management cycle, composition, essence, meaning and their determining factors.

60. Hotel groups.

61. Fixed assets: concept, classification, performance indicators.

62 Bookkeeping in hotels.

3 Main types of used in small hotels:

63. The efficiency of the hotel.

64. Business planning: functions, goals, elements.

65. Working capital.

66. The essence of information and excursion activities.

6 Mandatory signs of the excursion:

67. Diversification strategy. Features of the application.

68. Foreign economic activity in the hotel industry.

2 Type of contract:

69 Same as 3.

70. The role of strategy in anti-crisis management. Its design and implementation.)

71. Evolution of management concepts. The main schools of management, their role and social orientation.

72. Conflicts in business communication.

73. Fundamentals of the organization of management. Concept and systematic approach to the organization of management.

74. Ethics of business and business contacts. Problems of economic independence, entrepreneurship and responsibility)

75. Certification of tourism and hotel services).

15. Swot analysis as an important strategic planning tool.

SWOT- a method of analysis in strategic planning, which consists in dividing factors and phenomena into four categories: S trengths, W eaknesses (Weaknesses), O pportunities (Features) and T hreats (Threats).

The acronym SWOT was first introduced in 1963 at the Harvard Business Policy Conference by Professor K. Andrews.

The object of a SWOT analysis can be not only an organization, but also other socio-economic objects: industries, city economies, state and public institutions, scientific sphere, political parties, non-profit organizations(NGOs), individual specialists, persons, etc.

usually a SWOT analysis, i.e. analysis of the strengths and weaknesses of the organization, opportunities and threats emanating from the environment, is carried out using auxiliary tables (matrices). The simplest form of presenting the results of a SWOT analysis is shown in Table 1.

Table 1. Matrix SWOT.

As additions to this table, so-called auxiliary strategic planning matrices, such as BCG matrix etc. Information for strategic planning presented in the supporting matrices is transferred to the main one and used to summarize the results strategic analysis... There are two such matrices: the matrix of opportunities and the matrix of threats.

Also, in the process of performing a SWOT analysis, it is recommended to compile an environment profile, i.e. a table in which environmental factors should be noted that have or may have a significant impact on the organization. Then, for each factor, its importance for the industry, the impact on the organization, the direction of this influence is determined, and the cumulative degree of impact is calculated for each factor and in general. All auxiliary matrices of SWOT analysis are presented in tables 2 - 4.

Table 2. Matrix of opportunities.

Table 3. Threat matrix.

Table 4. Compilation of the profile of the environment.

Due to its conceptual simplicity SWOTanalysis became easily applicable to managers and just as susceptible to misapplication. It does not require extensive databases or formal training. Anyone who is even a little familiar with the company and has an understanding of the market can draw up a simple SWOT. On the other hand, the inherent simplicity of the analysis can lead to hasty and meaningless conclusions, full of such vague and ambiguous concepts as "product performance", "advanced equipment", "prices." In addition, users sometimes forget about objectivity and rely on outdated or unreliable strategic information.

To avoid these mistakes and get the most out of the SWOT analysis, you need to follow these simple rules.

Rule 1. The scope of each SWOT analysis must be carefully defined. Companies often conduct a general analysis that covers their entire business. Most likely, it will be too general and useless for managers who are interested in opportunities in specific markets or segments. Focusing a SWOT analysis, for example, on a specific segment, ensures that the most important strengths, weaknesses, opportunities and threats are identified for it.

Rule 2. The differences between the elements of SWOT: strengths, weaknesses, opportunities and threats should be understood. Strengths and weaknesses are internal features of the company, therefore, under its control. Opportunities and threats are related to the characteristics of the market environment and are not influenced by the organization.

Rule 3. Strengths and weaknesses can only be considered as such if buyers perceive them so. Only the most relevant strengths and weaknesses should be included in the analysis. Remember, they must be defined in the light of the competitors' offerings. A strong side will only be strong when the market sees it as such. For example, the quality of a product will only be strong if it performs better than competitors' products. And finally, there can be a lot of such strengths and weaknesses, so you don't understand which of them are the main ones. To avoid this, advantages and weaknesses should be ranked according to their importance in the eyes of buyers.

Rule 4. You need to be objective and use a variety of inputs. Of course, it is not always possible to carry out an analysis based on the results of extensive marketing research, but, on the other hand, you cannot entrust it to one person, since it will not be as accurate and deep as an analysis carried out in the form of group discussion and exchange of ideas. It is important to understand that a SWOT analysis is not just a listing of managers' suspicions. It should be based as much as possible on objective facts and research data.

Rule 5. Long and ambiguous statements should be avoided. Too often, SWOT analysis is weakened precisely because it includes statements like these, which most likely mean nothing to most buyers. The more precise the wording, the more useful the analysis will be. This is confirmed by Fig. A3.2. Buyers' notice will be perceived as a poorly defined, meaningless statement. This element needs to be broken down into several more significant components from the buyer's point of view: modern equipment. Table 5 lists the categories most commonly included in a SWOT analysis. Each SWOT is unique and may include one or two of them, or even all at once. Each element, depending on the perception of buyers, can turn out to be both a strength and a weakness (when analyzing the internal component), as well as, accordingly, both an opportunity and a threat (when analyzing the external component). In practice, a SWOT analysis is often prepared for each leading competitor and for specific markets. It reveals the relative strengths and weaknesses of the company, its ability to deal with threats and seize opportunities.

Currently, the following main directions of development can be distinguished SWOTanalysis:

display in the model of the dynamic changes of the firm and its competitive environment.

taking into account the results of the analysis of the firm and its competitive environment using classical models of strategic planning.

development of SWOT models, taking into account various scenarios for the development of market situations.

SWOT analysis is used for:

analysis of the factors of the competitive environment. Currently, within the framework of strategic planning technologies, SWOT analysis is considered as a separate stage in the assessment and structuring of information collected in accordance with the classical PEST models, Porter's models, etc.

planning implementation of strategies

competitive intelligence.

SWOT analysis as a basis for strategic planning

A SWOT analysis is an analysis of the strengths and weaknesses of an enterprise, as well as opportunities and threats emanating from the external environment. At this stage of the strategic planning process, managers compare the results of the external analysis with the profile of the enterprise to see what strengths and weaknesses it has, what interrelated opportunities and threats to the business arise.

Matrix-SWOT.

After analyzing the internal environment of the Zolotaya Rybka cafe, you can determine the strengths and weaknesses of its activities. These characteristics will be entered in the "Strengths of the organization" field and in the "Weaknesses of the organization" field. After studying the external environment of the company, you can create a list of the dangers and opportunities that it may face. These data will be entered in the "Opportunities of the external environment" and "Threats of the external environment" field. After a specific list of the company's strengths and weaknesses, as well as threats and opportunities, is drawn up, the stage of establishing links between them will come. To establish these links, a SWOT matrix is drawn up (Table 2).

Let's compose paired combinations "strength - opportunity", "strength - threats", "weakness - opportunity" and "weakness - threat", which should be taken into account when developing a strategy for the behavior of the enterprise.

Table 2 Matrix-SWOT

Opportunities of the external environment	Environmental threats
1. Working with legal entities. by persons; 2. Lack of conflicts with local authorities; 3. Cooperation with other organizations	1. Competition from local businesses Catering; 2. Instability of trade legislation; 3. Economic crisis; 4. Decrease in the population's ability to pay.
Strengths of the organization: 1. A wide range of services provided; 2. Almost round-the-clock customer service; 3. Development of new dishes; 4. Knowledge of the director in the field of finance and banking.	3-1 Entering a new market with new menus will increase the number of customers. 2-3 Conclusion of agreements on cooperation with organizations in other cities.	4-4 Developing a sequence of actions that can minimize the impact of the economic crisis. 3-1 Replenishment of the list of services with new menus and prices.
Weaknesses of the organization: 1. Small coverage of the territory; 2. Weak product promotion program; 3. Workers - re-qualified specialists in other fields; 4. Lack of marketing research.	4-5 Development of a marketing research program based on borrowing the experience of other organizations. 1-2 Expanding the territory through the purchase of small local catering establishments.	1-1 Improving the program to promote goods and services. 3-1 Continuous improvement of the personnel qualification level, attraction of specialists in the field of public catering.

On each of the fields of the SWOT matrix, it is necessary to select those combinations that should be taken into account when developing the strategy of the enterprise's behavior. For those couples selected from the Strength and Opportunity field, a strategy should be developed to leverage the company's strengths in order to capitalize on the opportunities that have emerged in the external environment. For those couples who find themselves on the "Weakness and Opportunity" field, the strategy should be built in such a way as to try to overcome the existing weaknesses in the organization due to the opportunities that appear. If the pair is on the "Strength and Threat" field, then the strategy should involve the use of the enterprise's power to eliminate threats. Finally, for couples in the Weakness and Threat field, the business must strategize to remove the weakness and try to prevent the threat looming over it.

Conclusions on the second chapter

The analysis of the internal and external environment of the Zolotaya Rybka cafe made it possible to determine the strengths and weaknesses of its activities.

It should be noted that the strengths of the activity of the Zolotaya Rybka cafe make it competitive and allow it to occupy a leading position among the Perm public catering establishments. Since the market for catering services is growing and unpredictable (due to the inconstancy of legislation), the Zolotaya Rybka cafe has the opportunity to make good profits by developing and launching new menus. But the company also has weaknesses, which include a weak policy of promoting goods and services, a low level of professionalism of employees, and a small coverage of the territory.

Thus, the analysis of the internal and external environment of the Zolotaya Rybka cafe indicated the need to develop a system of measures to ensure the implementation of the organization's activity plan.