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Файл:Strategic analysis and planning. Textbook
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• Related (achievable, real) — relate to the strategy, economic goals of the
organization, and the interests of the performer. If goals are too easy or unattainable,
employee motivation suffers. Easy goals would mean that the organization is
underutilizing its potential. If too much effort is made to achieve the goal, interest in
work will be lost;
• Time-bound (defined) — goals are defined in time according to the time frame
for their achievement. If the goal is not defined in time, then this is the same as its
absence.
1.11. THE ESSENCE OF STRATEGIC ANALYSIS
The mission and goals of the organization, on the one hand, are adjusted by the
results of strategic analysis, and on the other hand, they determine the tasks for it.
Strategic analysis is a procedure for researching and assessing the strategic
position of an organization, as well as searching for and selecting strategic alternatives.
The objectives of strategic analysis are to identify stable patterns and trends, forecast
indicators of production and economic activity, information and theoretical basis for
making management decisions regarding future development plans. These tasks
distinguish strategic analysis from tactical analysis, which concerns the results of
economic activities for the most important reporting periods (month, quarter, half-year,
year, etc.) and is based on reporting, as well as operational analysis, which is a system
for daily monitoring of the implementation of planned tasks in order to immediately
intervene in the process of economic activity to ensure the continuous and effective
functioning of the organization.
As can be seen from fig. 1, strategic analysis involves analysis (diagnostics) of
the external and internal environment of the organization.
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2. METHODS OF ANALYSIS OF THE EXTERNAL
ENVIRONMENT OF AN ORGANIZATION
The external environment is a source that supplies the organization with
resources, but can also negatively affect the activities of the enterprise. Thus, the
existence and development of an organization depends on its ability to adapt to changes
in the external environment. Therefore, it is very important to conduct a strategic
analysis of the strengths and weaknesses of the organization in relation to the
advantages and dangers of the surrounding world. External environment in strategic
analysis is considered as a combination of two relatively independent subsystems: the
macroenvironment and the immediate environment (microenvironment).
2.1. MACROENVIRONMENT: ESSENCE AND COMPONENTS
The macroenvironment creates the general conditions of the organization's
environment. It includes components (factors) that indirectly affect the organization:
• legal / political: legislative and other regulations, established norms and
framework of relations, the effectiveness of the legal environment, the procedural side
of the practical implementation of legislation, privatization / nationalization policy;
• economic: gross domestic product (GDP), inflation rate, unemployment rate,
interest rate, labor productivity, tax level, balance of payments, savings rate, general
level of economic development, extracted natural resources, climate, the type and the
level of development of competitive relations, the structure of the population, the level
of education of the workforce and the amount of wages;
• social (sociocultural): people’s attitudes to work and quality of life, customs
and beliefs, values shared by people, demographic structures of society, population
growth, level of education, mobility of people or readiness to change their place of
residence;
• technological: achievements of science and technology that help modernize
production to increase its efficiency.
When studying various components (factors) of the macroenvironment, it is very
important to keep two points in mind:
• all components (factors) of the macroenvironment are in a state of strong
mutual influence;
• the degree of influence of individual components (factors) of the
macroenvironment on different organizations is different; The reasons for this lie in
different industry affiliations and territorial locations.
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PEST analysis
The main method of analyzing the macroenvironment is PEST analysis, which
examines and evaluates four groups of components (factors) of the macroenvironment:
Political (legal), Economic, Sociocultural (or sociocultural), Technological. The set of
components (factors) within groups is, as a rule, universal for organizations in various
fields of activity, but may differ. The last group of components (factors),
“technological,” can be presented as “natural-geographical” for organizations whose
activities primarily depend on natural-geographical rather than technological factors.
PEST analysis consists of developing groups and a set of components (factors)
of the macroenvironment that indirectly affect the activities of a particular
organization, inviting experts to assess the impact of these components on the
organization (in points) and determining the most important of them (based on the final
value taking into account the weighting coefficient of the component). An example of
the use of PEST analysis is presented in table 3.
Table 3
An example of a PEST analysis of an organization
Components (factors)
macroenvironment
Expert assessment,
points
Average
score
Weight
coefficient
Total
value
E1
E2
E3
E4
Legal / political
Changes in legislation
4 3 4 5 4
0,08
0,32
Change of political parties
1 2 1 1 1,25
0,02
0,025
Level of legal literacy of the
population
1 4 2 1 2
0,04
0,08
Economic
Rate of GDP increase
4 2 1 3 2,5
0,05
0,125
Tax level business
3 2 4 3 3
0,05
0,15
Income level of the population
3 4 4 3 3,5
0,07
0,245
Inflation rate
5 4 5 4 4,5
0,09
0,405
Sociocultural
Population growth rate
4 3 4 4 3,75
0,07
0,2625
Average life expectancy
3 3 3 4 3,25
0,06
0,195
The level of education of the
population
5 4 5 5 4,75
0,09
0,4275
Cultural level of the population
4 3 3 3 3,25
0,06
0,195
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Components (factors)
macroenvironment
Expert assessment,
points
Average
score
Weight
coefficient
Total
value
E1
E2
E3
E4
Technological
New discoveries
5 5 5 4 4,75
0,09
0,4275
Support level of R&D
4 3 5 4 4
0,08
0,32
New production of
technologies
4 5 3 5 4,25
0,08
0,34
New Product Potential
2 1 4 5 3
0,06
0,18
Total
– – – – 51,75
1
3,6975
2.2. IMMEDIATE ENVIRONMENT (MICROENVIRONMENT)
The immediate environment (microenvironment) is the components of the
external environment with which the organization is in direct interaction and which
have a direct impact on it. These are buyers (clients), suppliers, competitors, and the
labor market.
Customer analysis is carried out taking into account the following
characteristics:
• geographical location of the buyer;
• demographic characteristics of the buyer (age, education, field of activity);
• socio-psychological characteristics of the buyer (position in society, behavior
style, tastes, habits);
• the buyer’s attitude towards the product (why he buys the product, whether he
will use it or not, how he evaluates the product).
Factors that determine the bargaining power of a buyer:
• the ratio of the degree of dependence of the buyer on the seller and the seller
on the buyer;
• volume of purchases made by the buyer;
• level of buyer awareness;
• availability of substitute products;
• the cost to the buyer of switching to another seller; buyer sensitivity to price.
Supplier analysis is carried out taking into account the following characteristics:
• cost of the goods supplied;
• guarantee of the quality of the supplied goods;
• time schedule for delivery of goods;
• punctuality and commitment to fulfill delivery conditions.
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Factors of supplier competitive strength:
• level of supplier specialization;
• the cost of switching from the supplier to other clients;
• the degree of specialization of the buyer in the acquisition of certain resources;
• supplier's concentration on working with individual clients;
• importance for the supplier of sales volume.
Competitor analysis is carried out by identifying their strengths and weaknesses.
In this case, competitors are divided into three groups:
• intra-industry organizations producing similar products;
• organizations that can enter the market (potential “newcomers”);
• organizations producing a replacement product.
Analysis of the labor market is aimed at identifying potential opportunities in
providing the organization with the necessary personnel — a certain specialty and
qualifications, a certain level of education, age, gender, etc. In this case, it is necessary
to become familiar with the policies of trade unions that have influence in the market.
Many of the listed components of the organization’s microenvironment are
reflected in the model of the five forces of competition according to M. Porter, which
include:
• competition from buyers (clients);
• competition from substitute products;
• competition from organizations from other industries;
• competition from suppliers;
• competition between industry organizations (struggle for market share).
The assessment of the components of the microenvironment using the model of
the five forces of competition according to M. Porter is carried out taking into account
the characteristics of the conditions for their manifestation, presented in table 4.
Table 4
Description of the five forces of competition according to M. Porter
Forces of competition
according to M. Porter
Characteristics of the conditions for the manifestation of
competitive forces
Competition from the outside
buyers (clients)
A large number of relatively small sellers.
A small number of buyers.
Buying goods in large quantities.
Standardized products; availability of alternative purchasing
options.
Possibility of direct integration of buyers into the industry and
organization of their own production of products
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Forces of competition
according to M. Porter
Characteristics of the conditions for the manifestation of
competitive forces
Competition from the outside
product substitutes
Lower production costs and prices of product substitutes and
the presence of buyers' willingness to accept such a
replacement.
The emergence of a certain price ceiling in the industry, at
which buyers reorient themselves to product substitutes
Competition from the outside
organizations from other
industries
High growth rates in the industry.
Presence of barriers to entry in the industry.
Customer loyalty to the brand.
Control over sales clients.
Economies of production scale.
Government policy aimed at protecting the industry through
licensing and restricting access to the sources of raw materials
Competition from the outside
suppliers
Dominance of a few supplier companies.
Concentration in the supplier industry is higher than in the
consumer industry.
Highly differentiated products or high transition costs.
The threat of direct integration of supplier enterprises to the
consumer industry
Competition between the
industry insider organizations
Competing for the best market position, forming and
constantly revising their strategies by rivals.
Diversity of Competing Industry Strategies organizations.
The tendency of competing industry organizations to adopt a
competitive strategy that is difficult to copy
The analysis of the organization's external environment ends with conclusions
about the strength of influence of its various components on the organization in
question.
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3. METHODS OF ANALYSIS OF THE INTERNAL ENVIRONMENT
AND ORGANIZATIONAL RESOURCES
The internal environment of an organization is part of the general environment
that is located within the organization and determines the potential and capabilities that
the organization has.
3.1. COMPONENTS OF THE INTERNAL ENVIRONMENT
The internal environment includes the following components:
1. Production:
• product manufacturing;
• age of technological equipment.
2. Technology:
• use of compatible standards;
• carrying out research and development.
3. Marketing:
• product strategy;
• market promotion strategy;
• selection of sales markets and distribution systems.
4. Finance:
• use and movement of funds;
• maintaining liquidity (the degree of purchasing power of assets);
• ensuring profitability;
• creation of investment opportunities.
5. Personnel:
• interaction between managers and workers;
• recruitment, training and promotion of personnel;
• assessment of labor results and incentives;
• creation and maintenance of relationships between employees.
6. Organizational structure:
• norms, rules, procedures;
• distribution of rights and responsibilities;
• hierarchy of subordination.
7. Organizational culture:
• the importance of people working in the enterprise;
• corporate philosophy, values;
• norms of behavior, ritual events, legends, heroes.
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3.2. DIAGNOSTICS OF THE INTERNAL ENVIRONMENT
Analysis of the internal environment of an organization can be carried out using
a diagnostic checklist (table 5).
Table 5
Checklist for diagnosing the internal environment of an organization
Evaluation indicators
1 2 3 4 5
Production
1. Equipment use
2. Production capacity / equipment throughput
3. Quality control systems
4. Total factor productivity
5. Opportunities for expansion of production / expansion of service zones
6. Age of technological equipment
Technology
1. Applicable standards and degree of compatibility
2. New products
3. Expenses for R&D
Marketing
1. Market share
2. Company reputation
3. Brand prestige
4. Sales promotion expenses
5. Number of sales personnel
6. Pricing policy / price level
7. Organizational and technical means for sales
8. Level / quality of service
9. Number of clients
10. Quality of incoming market information
Finance
1. Assessment of the asset structure (based on financial ratios)
2. Investment rating
3. Income on assets
4. Profit rate
5. Return on invested capital
Personnel
1. Qualification level of production personnel
2. Expenses for training and retraining of personnel
3. Level of personnel training in the sales field
4. Staff turnover
5. Number of employees and labor productivity
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Evaluation indicators
1 2 3 4 5
Organizational structure
1. Number and qualifications of engineering, technological and
management personnel
2. Speed of management response to changes in the external environment
3. Clarity of separation of powers and functions
4. Type of organizational management structure
5. Quality of information used in management
Organizational culture
1. Having a mission of the organization
2. Traditions and customs in the organization
3. Microclimate in the team
Total
Guidelines for filling out the table.
Columns 1–5 indicate the place occupied by the enterprise in the market (market
segment) according to the following principle:
Column 1. Leads the industry better than anyone else in the market.
Column 2. Above average. Business performance indicators are good and stable.
Column 3. Average level. Compliance with industry standards. Stable position
in the market.
Column 4. Below average level. There is cause for concern. A deterioration in
economic performance indicators was noted. You should take care to improve your
position in the market.
Column 5. The situation is alarming. The enterprise's situation in the industry
must be improved in the most decisive manner. The company is located in a crisis
situation.
Analysis of the completed diagnostic sheet allows us to draw a conclusion about
the strengths and weaknesses of the organization.
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4. METHODS OF COMPREHENSIVE ANALYSIS
OF THE EXTERNAL AND INTERNAL ENVIRONMENT
OF AN ORGANIZATION
In order to survive in the long term, an organization must be able to predict what
difficulties may arise in its path in the future, and what new opportunities may open up
for it. Therefore, specialists in the field of strategic analysis, studying the external
environment of an organization, focus on finding out what threats and what
opportunities its external environment is fraught with. The strengths and weaknesses
of an organization, reflecting its internal environment, also determine the conditions
for the successful existence of the organization.
Thus, a comprehensive analysis of the external and internal environment of the
organization is aimed at identifying threats and opportunities that may arise in the
environment in relation to the organization, as well as strength and weaknesses that the
organization has.
The main methods of complex analysis are: the SWOT analysis method, the
SPACE analysis method, the method of compiling an organization profile.
4.1. SWOT ANALYSIS METHOD
The abbreviation SWOT is made up of the first letters of English words: Strength,
Weakness, Opportunities, Treats. The SWOT methodology involves identifying
strengths and weaknesses, as well as threats and opportunities, and then — establishing
the chains of connections between them, which can later be used to formulate the
organization's strategy.
The algorithm for applying the SWOT analysis method is as follows:
1. First, a list of the organization’s strengths and weaknesses, and a list of threats
and opportunities is compiled. Identification of the strengths and weaknesses of an
organization, as a rule, is carried out on the basis of an analysis of a checklist for
diagnosing the internal environment of the organization.
Examples of possible organizational strengths:
• availability of necessary financial resources;
• ability to compete professionally;
• status of a recognized leader;
• full use of production and marketing effects of scale and development;
• availability of own technologies;
• relatively low costs;
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