Introduction

Target term paper, identify what factors of the macro environment exist, what role they play in the sustainability of the enterprise. Also consider a number of problems caused by the enterprise, and consider ways to eliminate them.

The relevance of the topic is due to the fact that the modern external environment of enterprises is characterized by an extremely high degree of complexity, dynamism and uncertainty. The ability to adapt to changes in the external environment is a basic condition in business and other areas of life. Moreover, in an ever-increasing number of cases, it is a condition for survival and development.

To achieve the stated research goal, it is necessary to solve the following main tasks:

Define the term macroenvironment and identify its elements.

Find out what are the stages of macro environment analysis.

Conduct an analysis of the impact of the macro environment on the marketing of Starbucks and the market situation as a whole.

The theoretical and methodological basis of the course work was a number of works of domestic and foreign researchers. The work used materials from advertising and marketing literature, thematic materials of periodicals, as well as materials obtained in the course of practical work.

Within the framework of solving the set research tasks, general scientific methods are used in the work, which include descriptive and comparative methods of qualitative and quantitative analysis data and surveillance. Besides, basic method all work should be considered sociological method, Special attention theoretical foundations which, along with system analysis, is given in the second chapter of this study.

The paper uses terms that correspond to the goals and objectives of the study.

In accordance with the purpose and tasks to be solved, the structure of the course work consists of an introduction, two chapters, a conclusion, a list of references and applications.

Analysis of the company's macro environment

Definition and elements of the macro environment

The external marketing environment of the company is made up of microenvironment and macroenvironment. All without exception, objects, conditions and phenomena that are outside the company's boundaries and have a direct impact on its functioning belong to it.

The macro environment is the external sphere of the company, which indirectly has a great influence on it. The macroenvironment is depicted by demographic, economic, technical and environmental, natural, political, and cultural conditions. An individual enterprise is in no way capable of exerting an influence on the macro environment. This can be done only by combining actions with other market entities. Basovsky L.E. Marketing: a course of lectures. - M.: INFRA-M, 2010.

Every company is regularly affected by a large number of conditions. external environment. Of course, the diverse environment of the company can not be reduced to a set of separate, in no way connected with each other variables. Some conditions have a great influence on others and vice versa. Along with this, in the economic literature, the concept of external uncontrollable factors of the company's macro environment has been established.

Demographic environment - the main characteristic of this environment is to track the size and density of the population.

Economic environment - in this environment, the focus is on the observation of the general purchasing power of the population, which is related to economic factors (prices, incomes, unemployment, etc.)

Technical and environmental environment - in this environment, new technologies that can lead to global changes in the economy of a country or the world must be tracked. There is also increased control over product quality. Inadmissibility of the product for sale if it is environmentally hazardous.

Natural environment - for a long time society has become concerned about the natural environment and its pollution. Various measures were put forward to protect it. Due to change natural environment the product itself, offered to the market, also changes.

The political environment is a huge number of laws, documents, acts that affect the actions of various organizations or individuals. Marketers need to know the laws of the place where they live, and which are subject to marketing activities.

Cultural environment - this environment can greatly influence marketing decisions due to the peculiarities of the cultural structure of the country. This includes: cultural values, norms of behavior, customs and much more. Vikhansky O.S., Naumov A.I. Management. - M.: Publishing house "Firma Gardarika", 2010.

Modern changes in society forced to focus on the external environment even more interest than it was originally. Even if the changes were not so impressive, managers would still have to take into account the external environment, since the enterprise, as an open, relatively isolated concept, is dependent on the outside world in a relationship material flows- supplies of resources, energy, employees, specific customer demand and information flows - legislative actions, opinions of various authorities, market situations, etc.

The ability to monitor the factors of the macro environment depends on the life of the organization, so the manager must monitor and be able to adapt to their changes. Unfortunately, it is impossible to take into account all the factors that affect the organization, as a result of which there is a problem with determining the main aspects.

It can be such characteristics of the external environment:

Interrelation of factors.

Variety of factors.

Significant activity of changing factors.

Uncertainty, both in the period of influence and in the strength of the impact.

Features of the macro environment:

It affects not only the company, but also the microenvironment: competitors, partners, customers;

The company itself will not be able to influence the macro environment. No matter how the company's management relates to such circumstances of the external environment, such as political instability and lack of legal basis, it is not capable of changing them directly, but it must take these conditions into account in its work and have the ability to adapt to them. Golubkov E.P. Marketing research: theory, practice and methodology - M.: Ed. "Finpress", 2014.

Introduction

Strategic Management- this is a management that relies on human potential as the basis of the organization, orients production activities to the needs of consumers, responds flexibly and implements timely changes in the organization that meet the challenge from the environment and allow achieving competitive advantage which together enable the organization to survive in the long term while achieving its goals. The objects of strategic management are organizations, strategic business units and functional areas of the organization.

The subject of strategic management are:

1. Problems that are directly related to the general goals of the organization.

2. Problems and solutions associated with any element of the organization, if this element is necessary to achieve the goals, but is not currently available or is not available in sufficient quantity.

3. Problems associated with external factors that are uncontrollable.

“Problems of strategic management most often arise as a result of the action of numerous external factors. Therefore, in order not to make a mistake in choosing a strategy, it is important to determine what economic, political, scientific, technical, social and other factors influence the future of the organization. The core of strategic management is a system of strategies that includes a number of interrelated specific business, organizational and labor strategies. A strategy is a pre-planned response of an organization to a change in the external environment, a line of its behavior chosen to achieve the desired result.

To solve the first question, an information base with relevant data is needed to analyze past, present and future situations. The second question reflects such an important feature for strategic management as its orientation to the future. It is necessary to determine what to strive for, what goals to set. The third issue is related to the implementation of the chosen strategy, during which the two previous stages can be adjusted. The most important components of this stage are the available or available resources, the management system, organizational structure and the staff who will implement the strategy.

Thus, the essence of strategic management is the formation and implementation of an organization's development strategy based on continuous monitoring and evaluation of ongoing changes in its activities in order to maintain the ability to survive and function effectively in an unstable environment.

Task 1. Analysis of the macro environment of the enterprise

Conduct an analysis of the macro environment using the PEST methodology (build a table, make calculations).

For the analysis we use the enterprise of the automotive industry AVTOZAZDEO.

To study the external environment, you can use a fairly simple technique (PEST analysis), which involves going through several steps.

1) We will develop a list of external factors that have a high probability of implementation and impact on the functioning of the enterprise. To do this, we will compile and fill in Table 1.

Table 1. PEST-analysis of macro-environment factors

2) Let's evaluate the significance of each factor for this enterprise by assigning it a significance level from one to zero. The sum of the levels must be equal to 1.

3) We will give an assessment of the degree of influence of each factor on the strategy of the enterprise on a 5-point scale.

4) We define weighted estimates by multiplying the level of significance by the degree of influence and calculate the total score, which indicates the degree of readiness of the enterprise to respond to environmental factors.

The results will be entered in table 1.

The total weighted score for AVTOZAZDEO is 4.5. This assessment indicates the insufficient readiness of AVTOSAZDEO to respond to the influence of environmental factors

As a result of the analysis, positive and negative influences of the external environment of AVTOZAZDEO were identified. In particular: the high development of the Internet and the emergence of new advertising media, contributes to the establishment of business ties at the state and international levels, contributes to competent advertising company.

Task 2. Conduct an assessment of strengths and weaknesses, opportunities and threats, create a table and a SWOT matrix

Any segmentation begins with a comprehensive study of the market situation in which the company operates, and an assessment of the types of opportunities and threats that it may face. The starting point for such an overview is SWOT analysis, one of the most common types of analysis in marketing. Simply put, SWOT analysis

Allows you to identify and structure the strengths and weaknesses of the company, as well as potential opportunities and threats.

As a basis for the analysis, we will take the Carpet Plant enterprise, which specializes in the production of carpets and rugs from natural domestic raw materials.

Conducting a SWOT analysis comes down to filling out a SWOT analysis matrix. In the appropriate cells of the matrix, it is necessary to enter the strengths and weaknesses of the enterprise, as well as market opportunities and threats.

We define the strengths and weaknesses, opportunities and threats for the enterprise and summarize the results in Table 2.

Table 2. SWOT analysis

Features1. Loading production capacity 100%2. Implementation new technology which will make the products competitive 3. Expansion of sales markets with their preliminary study4. Carrying out marketing research and concluding agreements of intent with potential wholesale consumers	Strengths 1. Own production 2. Prices are 10% lower than those of competitors 3. High-quality products from natural raw materials 4. Proven domestic suppliers
	Weaknesses 1. Outdated technology 2. Lack of qualified personnel 3. No own dealer network Lack of various forms of payment for customers4. Control of 5% of the market5. Dependence on exchange rates 30%

To establish links between the strengths and weaknesses of the enterprise, its opportunities and threats, we will compile a SWOT analysis matrix (Table 3).

Table 3. SWOT Analysis Matrix

Features1. Loading of production capacities at 100%2. The introduction of new technology that will make products competitive3. Expansion of sales markets 4. Carrying out marketing research	Threats1. Increase in the price of energy resources2. High instability of financial institutions associated with political instability3. Possibility of new competitors
Strengths 1. Own production 2. Prices are lower than those of competitors by 10%3. Quality products from natural raw materials4. Proven domestic suppliers	1SI-1V, 1SI-2V2SI-2V, 2SI-3V, 2SI-4V3SI-1V, 3SI-2V, 4SI-3V, 3SI-3V4SI-3V	1SI-1U2SI-1U, 2SI-2U, 2SI-3U 3SI-3U4SI- 3U4SI-1U, 4SI-2U, 4SI-3U
Weaknesses 1. Outdated technology 2. Lack of qualified personnel 3. No own dealer network4. Lack of various forms of payment for customers	1SL-1V, 1SL-2V, 1SL-3V, 1SL-4V2SL-1V, 2SL-2V, 2SL-3V, 2SL-4V3SL-1V, 3SL-2V, 3SL-3V, 3SL-4V4 SL-1V, 4 SL- 2V, 4 SL-3V	1SL-1U, 1SL-3U2SL-3U3SL-1U, 3SL-2U, 3SL-3U4SL-3U

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

How is it possible to take advantage of the opening opportunities, using the strengths of the enterprise?

What are the weaknesses of the enterprise can interfere?

Due to what strengths it is possible to neutralize existing threats?

What threats, exacerbated by the weaknesses of the enterprise, should be most feared?

The final indicators of the SWOT analysis are used in the strategic and tactical planning of the enterprise.

So, in order to develop business, the Carpet Plant enterprise needs to increase the utilization of production capacities own production by introducing new technologies. Financing the introduction of new technology can be carried out by increasing the range and upgrading products in connection with the fashion trend. It is necessary to conduct marketing research and, based on their results, expand the sales market by entering the market with improved products High Quality created by new technology, or with a new product.

macro environment is common to all subjects of marketing and includes factors that have a global, general market effect.

Table 3.1 Macro environmental factors

	Components of analysis
Economic	standard of living, wages, inflation, - state financial system
Political	laws, the degree of influence of political organizations, the degree of influence public organizations
Cultural	beliefs, values, tastes, attitudes of people towards themselves and towards others
Socio-demographic	size and age structure of the population, nationality and religion, level of education, etc.
Natural	natural resources, environmental aspects of human activity
Scientific and technological	production technologies, new types of raw materials, new information technologies

Analyzing the factors of the macro environment, the enterprise must determine which of the external factors have the greatest impact on its activities, and identify those factors that pose the greatest threat to the activities of the enterprise and the factors that can be used to improve the position of the enterprise.

The marketing environment is a set of subjects and forces that are actively operating and influencing the market situation and the effectiveness of marketing subjects. The marketing environment consists of:

internal environment (controllable factors)

external microenvironment (somewhat controllable factors)

external macro environment (uncontrollable factors).

The internal environment is the part of the marketing environment that is located within the enterprise and controlled by it.

External macro environment - a set of situational factors outside the enterprise

The external microenvironment is a set of subjects with which the enterprise constantly and directly interacts: consumers, suppliers, intermediaries, competitors, contact audiences.

External macro-environment - factors that an enterprise does not face directly, but which have a serious impact on its activities (economic, political, legal, scientific and technical, natural, socio-demographic, cultural, environmental.

Question 8. Analysis of the external microenvironment

The external microenvironment includes forces that are directly related to the company's activities. These forces have relative independence, but at the same time, to a certain extent, they are under the influence of the company.

Table 3.2 Microenvironmental factors

	Components of analysis
Consumers	studying the structure of demand, segmenting consumers, identifying consumer preferences, analyzing price expectations
Competitors	the number of significant competitors; the strength of competitors' brands; degree of price competition; assessment of the prospects for the development of the industry, the threat of the emergence of new competitors
Suppliers	The price of the supplied goods; quality assurance, delivery schedule Mandatory fulfillment of the terms of delivery
Intermediaries	number of intermediaries; availability of organized distribution networks; the strength of brands of intermediaries; terms of delivery.
Contact audiences	Obtaining information about the representations of contact audiences about the image of the enterprise Finding Means of Building Meaningful Public Relations

Thus, an enterprise in the market operates under the influence of various forces that largely determine the nature of its activities, therefore, one should constantly monitor environmental factors in order to minimize threats from the external environment.

The concept of the market and the main market indicators

Marketers interpret the market as a set of existing and potential buyers of a product who have a need for certain products and are able to satisfy it.

Most often in market research are determined:

Market capacity, trends in its development,

Composition of buyers, features of their behavior and consumption of goods,

Product offer

The company's position in the market

Key Market Indicators

Market volume - is characterized by the volume of actual sales of a certain product during a certain period of time (usually within a year). The market capacity can be calculated both in monetary and physical terms. There are a large number of methods for calculating market capacity:

Based on production volume accounting

Based on the accounting of spending and consumption rates

Based on sales volume accounting

Market share- the ratio of the sales volume of a product of a particular firm to the total market capacity of this product (as a percentage or shares).

where Ni- the number of products sold by the i-th company (sales volume) in physical or monetary terms; N - the total volume of sales of these products on the market in physical or monetary terms.

The analysis consists of the following four steps:

1. Scanning environment to identify existing and emerging changes.

2. Monitoring individual trends environment and patterns of change in order to determine the nature of their evolution.

3. Design- determination of the future direction of changes in the environment.

4. Evaluation current and future environmental changes in terms of strategies and their implications for the organization.

Scanning

Scanning informs the organization of future conflicts or opportunities. As a result, she has time to consider alternative courses of action in advance and adapt to them. Indeed, a successful scan draws the organization's attention to certain future events, both beneficial and fraught with danger, long before other organizations understand their nature.

Scan delivers first indicators potential technological changes, which are then used in monitoring and forecasting processes. When an organization learns about potential changes, it begins to monitor their development, predict their evolution, study their consequences.

Often, a scan receives indicators of change that require immediate action. Many of the critical important issues, which set the general direction for scanning and monitoring, are given below:

1. What segments of the macro environment are especially significant?

Which segments are most important?

What areas within each segment are most important?

2. What are the current and emerging trends?

What is each trend?

What are emerging trends?

3. What are the current and emerging designs?

What are the specific samples?

What do trends bring to each sample?

What designs are most likely to appear in the near future?

4. What are the indicators of these trends and patterns?

Which indicator applies to each trend?

Does more than one indicator indicate a particular trend?

5. What is the historical evolution of these trends and patterns?

How often does each indicator change over time?

What is the time period?

6. What is the degree of change in the examined samples?

Are these changes small or large?

How different are the expected changes from the current state or past results?

Monitoring

Monitoring includes tracking a specific change in the macro environment over time. Analysts watch the evolution of trends (eg demographic, economic or environmental indicators), the sequence of events (eg technological or political nature) or the dynamics of activities.

The purpose of monitoring is very different from the purpose of scanning. Analysts monitor to obtain enough data to enable them to detect the emergence of pattern behaviors. These type specimens are likely to consist of several new trends, for example, an emerging lifestyle pattern may include changes in entertainment, education, consumption, work-related habits, and place preferences.

During the monitoring phase, the search for data becomes more focused and more systematic than in progress scanning. As monitoring continues, trends accumulate as samples. A picture of the dynamics of change, which at first, when it occurs in progress scanning, may be vague and indefinite, during monitoring begins to be understood more deep and comprehensive.

Design

The goal of design is the development of quite achievable parameters scale, direction, speed and intensity changes in the macro environment. A few typical focal phenomena are shown below:

Social

1. How is the demographic structure (number of people in each age group) will change in the next 20-40 years?

2. What lifestyle changes are likely to occur for people who are now 25 to 40 years old when they enter the 40 to 55 age group?

How will the composition of the family change?

How will consumption patterns change?

How will the patterns associated with their work change?

What changes will occur in how these people spend their free time?

3. How will social values ​​change?

Will there be an increase in political conservatism?

Will more people show agreement on the need to cut military spending?

Will people be more or less willing to bear the costs of reducing emissions of harmful substances into the environment, or will they stop such practices altogether?

Economic

1. What will be the rate of inflation in 3 years?

2. Will the gross national product increase or decrease in 5 years?

3. Which service industries will become stronger or weaker over the next decade?

Political

1. Which political parties will become stronger or weaker in the next two or three elections?

2. What significant changes will occur in the methods used by the authorities, what laws and regulations will be adopted in relation to individual industries?

3. What decisions at various levels of the legal system are likely to affect industries?

4. Will existing social and political movements, for example, supporters of consumerism or environmentalists, lose or, conversely, gain public support?

Technological

1. When and how are the next major research breakthroughs likely to lead to new commercial products?

2. What will be the connections between which technologies before a particular technological event or breakthrough (for example, the creation of high-definition television) occurs?

3. What could be some new applications of currently available technologies?

Environmental

1. In which countries will pollution continue to increase?

2. What events are likely to lead to an "environmental catastrophe"; how and why these events can occur?

institutional

1. What bottlenecks can be in different elements (road, railway, sea) of the overall transport system?

2. What changes can happen in the telephone industry over the next 5 years?

3. What new roles could emerge for universities and other centers of learning over the next decade?

There are two different types of design.

1. comes from simple design indicators. These indicators are based on obvious trends that can be expected to generally hold over time. Many demographic trends can be predicted with a fairly high degree of accuracy. To take another example, technology trends can often be accurately predicted in terms of the rate of diffusion of new products or changes in performance.

2. built on the basis of development alternative development options for the future. They are based on a non-standard interpretation of current trends or new ideas about events that can be caused by external groups of influence. Some leading corporations use scenario sets to consider a range of possible future development alternatives.

Evaluation

Assessment involves determining the nature of the impact of macro-environment factors on the strategic management of the organization. In linking macro-environment analysis and strategic management, the critical question can be formulated as follows: Will a change in the macro-environment have a positive or negative impact on the current and future strategies used by the organization?

To explain the concepts of scanning, monitoring, predicting, and scoring, we have shown them in sequence, in a way that is certain types analyst activities. However, in practice they are all interconnected and intertwined with each other. For example, a scan often generates interest in a factor and provides indicators of change that encourage companies to assess the impact of that factor on the industry and on the company's future strategies. Forecasting requires pre-evaluation to ensure that the organization is investing in the areas that are most important to itself.

Previous

The analysis of the microenvironment is aimed at analyzing the state of those components of the external environment with which the enterprise is in direct interaction. At the same time, it is important to emphasize that an enterprise can have a significant impact on the nature and content of this interaction and thus actively participate in the formation of additional opportunities and in the prevention of threats to its further existence.

Components of the enterprise microenvironment analysis:

Supplier Analysis is aimed at identifying those aspects in the activities of entities that supply the enterprise with material resources, on which the efficiency of the enterprise, the cost and quality of the goods it produces depend. When studying suppliers, it is necessary to track such characteristics as the cost and quality assurance of the goods supplied, the time schedule for delivery, and the obligation to fulfill the terms of delivery. Not only real suppliers are analyzed, but also potential ones in order to study the capabilities of various suppliers, select the most reliable and economical supplier in terms of capital and current costs of the enterprise. Necessary condition economic evaluation in justifying the choice of a supplier is a comprehensive study of the chain "supplier-company-consumer".

Consumer Analysis includes an analysis of legal entities and individuals purchasing goods of the enterprise for the purposes of the final production use or consumption in private households. Consumer analysis consists in the constant study of the consumer's behavior, his needs, the reasons for deviations in his attitude to the enterprise's product in order to timely develop corrective measures for the enterprise's activities aimed at maintaining effective communications with consumers. Consumer analysis allows you to determine which combination of properties of the manufactured product suits the buyer the most, what sales volume you can count on, how high the degree of consumer loyalty to the product of this particular enterprise is, whether there are opportunities to expand the circle potential consumers what are the market prospects for this product.

Competitor analysis aimed at studying legal entities and individual entrepreneurs, competing with this enterprise for the consumer and for resources obtained from the external environment to ensure their existence. This analysis occupies an important place in strategic management. Competitors, by their actions in the market, when choosing suppliers, intermediaries, consumer audiences, can influence the performance of rival enterprises, their competitive position and benefits. The main task of competitor analysis is to identify their strengths and weaknesses in comparison with the activities of our company. Knowing the strengths and weaknesses of competitors allows the company to assess and constantly strengthen its strategic potential, adjust the goals of the activity, the current and future business strategy.

Intermediary Analysis is aimed at studying the impact on the enterprise of legal entities and individual entrepreneurs who help it in the promotion, marketing and distribution of its goods among the clientele, as well as in providing financial, labor and information services. In the course of the analysis, they study logistics, marketing, financial intermediaries, as well as intermediaries in providing the enterprise with labor resources. Logistics intermediaries include resellers, firms providing services in the system of warehousing, transportation, goods and flow. The analysis of resellers is carried out from the standpoint of providing more convenient places, time and procedure for purchasing goods, and the level of logistics costs. Resellers create convenience of location by stockpiling at customer locations, convenience of time by displaying and ensuring that goods are available at times when consumers want to buy them. Warehouses-enterprises ensure the accumulation and safety of goods on their way to their destination. Transport companies: railways, trucking companies, airlines, cargo ships and other cargo handlers move goods from one place to another. Analysis transport companies is carried out from the standpoint of the cost-effectiveness of shipping methods, taking into account the cost, volume and speed of deliveries, as well as the safety of goods.

Marketing services are provided by marketing research firms, advertising agencies and marketing consulting firms. They help a business to more accurately target and move products to market. The study of marketing intermediaries is carried out from the standpoint of assessing their assistance in the system of interaction between the enterprise and all market entities, in the field of organizing marketing research and optimizing the demand for the enterprise's goods.

Financial intermediaries are analyzed in terms of the effectiveness of their banking, credit, insurance and other financial services

Analysis of contact audiences. A contact audience is any group that shows an actual or potential interest in an enterprise or influences its ability to achieve its goals. Contact audiences can both contribute to and counteract the activities of the enterprise.

Any enterprise operates in an environment of contact audiences of seven types

1. Financial circles. They affect the ability of the enterprise to provide itself with capital. Main contact audiences financial sphere- banks, investment companies, stock exchange brokerage firms, shareholders. An enterprise can win over these audiences by providing evidence of its financial soundness.

2. Contact audiences of the media. These are organizations that distribute news, articles, and editorial commentary. First of all, these are newspapers, magazines, radio stations and television centers. The enterprise is interested in the fact that the media cover its activities more and more favorably.

3. Contact audiences of bodies state power and management. Management must take into account everything that happens in the public sphere. The enterprise must respond to the problems of product safety, the veracity of advertising, consumer rights. You should think about interacting with manufacturers of similar products in order to jointly achieve the necessary laws.

4. Civic action groups. An enterprise's marketing decisions may raise questions from public consumer organizations, environmental groups, representatives of national minorities. Department of organization public opinion of the enterprise should contribute to maintaining constant contact of the enterprise with all consumer groups

5. Local contact audiences. These are local residents and local organizations

6. General public. The general public does not act as an organized force in relation to the enterprise, but the image of the enterprise in the eyes of the public affects its commercial activities.

7. Internal contact audiences. These are workers and employees of the enterprise, managers, members of the board of directors, his voluntary assistants. The positive attitude of workers and employees to their own company is transmitted to other contact audiences.

At the end of the analysis of the external environment of the enterprise, we present a description of various types of the external environment:

1. Changing environment. It is characterized by rapid changes: innovations, economic changes (changes in inflation, interest rates), changes in legislation, innovations in competitor policies, etc. Such an unstable environment creates great difficulties for management

2. Hostile environment. Provided by fierce competition, the struggle for consumers and markets. An example is the automotive industry in the United States, Western Europe and Japan.

3. Diverse environment characteristic of global business. A typical example of a global business is a firm MS&Donalds, operating in many countries (and therefore associated with the service of numerous customers who speak different languages), with diverse cultures and gastronomic tastes of consumers. This diverse environment affects the activities of the company, its policy of influencing consumers.

4. Technically difficult environment. The provision of complex information and highly qualified service personnel is required. In such an environment, for example, electronics, Computer Engineering, telecommunications. Strategic management of enterprises in a technically complex environment should be focused on innovation, as products in this case quickly become obsolete.

Methods for analyzing the external environment of an enterprise are: Competitive Analysis, method of expert forecasting, questioning, survey, calculation of satisfaction coefficients, marketing research, comparative analysis.

PEST analysis is one of the most popular methods for studying the macroenvironment of an enterprise. There are a lot of macro-environment factors. In order not to overload the analysis of the macro environment, this method recommends limiting itself to four nodal directions (Figure 5.1), the analysis of which is called PEST analysis (PEST - by the first letters of English words (political-legal - political and legal, economic- economic, sociocultural- sociocultural, technological forces - technological factors).

Table 5.1 presents an approximate set of macro-environmental factors considered in each of the directions. PEST- analysis.

PEST- the analysis consists not only in highlighting the list of macro-environment factors that have a direct impact on this area of ​​business, but also in identifying trends in the development of factors, the dynamics of their change, taking into account ongoing changes when developing or adjusting strategies.

Order of conduct PEST- analysis includes the following steps:

1. A list of macro-environment factors that have a high probability of manifestation and impact on the enterprise is distinguished

2. The probability of manifestation of each factor on the activity of the enterprise is estimated. Estimates are given in fractions of a unit. The sum of all significance weights must be equal to one.

3. An assessment is made of the degree of influence of each factor on the strategy of the enterprise. For these purposes, a point scale is used. For example, a 5-point scale: "five" - ​​strong impact, serious danger; "unit" - the absence of impact, threat.

The weighted average estimates are determined by multiplying the probability of the factor manifestation and the strength of its impact, which are then summed up.

The resulting total score reflects the degree of readiness of the enterprise to respond to current and predicted environmental factors.

Internal environment of the enterprise- this is that part of the general environment that is located within the enterprise. It has a permanent and most direct impact on its functioning.

The success of any strategy depends on whether the enterprise has the necessary capabilities to implement the strategy. The analysis of the internal environment of the enterprise is aimed at identifying these opportunities, determining the potential that the enterprise can use in the process of achieving its goals. The range of potential opportunities includes the functional areas of the enterprise, organizational culture, as well as corporate governance. Strategic Analysis the internal environment provides for the analysis of the following functional areas, typical for most enterprises: marketing, production, finance, personnel. The result of the analysis of the internal environment of the enterprise is to identify its strengths and weaknesses in comparison with competitors.

One of the most common approaches to the analysis of the internal environment of an enterprise is the selection of several of its sections, which together form a range of potential opportunities for the enterprise.

Analysis personnel a cut of the internal environment provides for the analysis of such processes as the interaction of managers and workers, hiring, training and promotion of personnel, evaluation of labor results and stimulation, creation and maintenance of relations between employees, etc.

Analysis production The section consists of the analysis of the manufacturing process of the product, the analysis of the supply and storage process, the maintenance of the technological park, the implementation of research and development.

Analysis marketing The section of the internal environment of the enterprise covers the areas of analysis related to the sale of products: analysis of the product strategy, pricing strategy, product promotion strategy on the market, selection of markets and distribution systems.

Analysis financial The cut includes an analysis of the processes associated with ensuring the effective use and movement of the company's cash: maintaining an adequate level of liquidity and ensuring profitability, creating investment opportunities, etc.

Analysis organizational cut includes the analysis of communication processes, organizational structures; norms, rules, procedures; distribution of rights and responsibilities, hierarchy of subordination, analysis of the organizational culture of the enterprise.

A special place in the analysis of the internal environment of the enterprise is the study of organizational culture. The organizational culture of an enterprise as a whole depends on the culture of the entrepreneurs themselves, on entrepreneurial ethics, business etiquette and many other elements that generally make up such a concept as culture. Any newly emerging organizational structure develops its own culture, which predetermines the place of this structure, its internal and external relations, and is, as it were, a model, a stereotype in the formation of a strategy, distribution of power, decision-making, in the behavior of personnel. The essence of the culture of this enterprise is expressed in the prescription, accepted rituals and ceremonies, as well as in patterns of informal behavior.

The main factors influencing the organizational culture of the enterprise: the goals of the enterprise; his system of values ​​and ideas; standards and rules adopted by the enterprise, etc. Elements of organizational culture are formed both under the influence of the experience of this enterprise, and as a result of the attitudes of its leaders.

An important component of the organizational culture of an enterprise is entrepreneurial ethics, which reflects ethical standards behavior of the enterprise in relations with the state, consumers, suppliers, employees. Entrepreneurial ethics is based on general ethical norms and rules of conduct that have developed in the country, in the world, as well as on professional ethics manifested in a particular area of ​​activity. In general, under ethics is understood as a system of norms of moral behavior of people, their duties towards each other and society as a whole.

In connection with the general ethical norms of behavior of citizens, business ethics is inextricably linked with such concepts as honesty, conscience, authority, nobility, courtesy, ambition, pride.

Professional ethics reflects the features of moral consciousness, behavior and relationships of people, due to the specifics professional activity. Professional ethics defines the ethical principles and norms of people's behavior within a certain type of work activity. The decisive conditions for success are diligence, professional skills and talent. To activate these qualities, a moral approach and high level moral consciousness. Important in professional ethics is an objective and benevolent attitude towards people, their professional opinion, official claims. The real manifestation of professional decency is the unity of word and deed. Many businesses have their own codes of ethics. At the same time, they proceed from the fact that high ethical standards ensure stable profits.

Employees of the enterprise should create an image for it, observing business etiquette. Business Etiquette is a set of rules of behavior of an entrepreneur that regulates his external manifestations with the outside world, with other entrepreneurs, competitors, employees, with all individuals with whom the entrepreneur contacts not only in the course of his business, but in any life situation

To master the skills of correct behavior, you need to follow the rules of introduction and acquaintance, the rules for conducting business contacts, the rules of conduct in negotiations, the requirements for appearance, manners, business attire; requirements for speech, culture of service documents and other elements of business etiquette, which is integral part business ethics.

Organizational culture is difficult to analyze, especially if its elements are not reflected in special documents (code of ethics, declaration of corporate values, etc.). The idea of organizational culture can be obtained by tracking such moments as the attitude of employees to each other and to the enterprise as a whole, the moral and psychological climate, the system used at the enterprise to reward and punish employees, the system career development and its criteria, ethical norms and values ​​prevailing at the enterprise, stable traditions existing at the enterprise, corporate events, unwritten norms of behavior; the system of relationships with the external environment, the methods of competition used.

Methods for analyzing the internal environment of an enterprise are: BCG matrix, SWOT analysis, McKinsey matrix, PIMS model, etc.