Weaknesses of swot. SWOT-analysis on the example of LLC "Kaskad". Where to get information for conducting a SWOT analysis

You are the head of the enterprise, but do you know everything about it? Are you ready to voice a clear plan for further development own business? Difficult to answer? Then it is necessary to put into practice already well-proven marketing research. They have already helped millions of entrepreneurs to find the right solution. One of the main technologies is SWOT analysis.

What it is?

The abbreviation SWOT is an acronym for the following English words:

• Strengths - strengths or advantages of the organization;
• Weaknesses - weak points or shortcomings;
• Opportunities - opportunities or external factors that, if properly applied, will create additional benefits for the company;
• Threats - threats or possible circumstances that can harm the company.

A standard SWOT analysis is precisely a comprehensive assessment of the company's activities, and not only its strengths, but also its weaknesses. But in the terminology adopted in this analysis, they are called parties, respectively strong and weak. An assessment is made not only of probable threats from outside, but also of favorable opportunities. At the same time, the obtained results are necessarily compared with the indicators of the most strategically important competing firms.

Conducting a SWOT analysis helps answer questions such as:

• Does the company make full use of personal strengths, as well as its distinctive features in implementing your own strategy?
• Which of the weak qualities of the company need to be corrected accordingly?
• Which of the potential opportunities offer a real chance of success if all possible resources are used and the qualifications of the firm are taken into account?
• What likely threats should the manager pay attention to, and what actions should be taken in this case?

Marketers recommend choosing the time period for carrying out a SWOT analysis when the direction in which the business is planned to develop in the future is formulated, and the period for determining the list of goals and setting tasks.

swot analysis matrix

During the analysis, specially designed templates are used, which are tables called SWOT-matrices. Which of them will be used during the implementation is a purely individual choice. It is worth noting that the results, regardless of the selected template, are completely identical.

Any swot analysis matrix filled in according to a specific pattern. The cells that describe the strengths of the enterprise are filled in first. Let's move on to its weaknesses. These two columns help describe the company's microenvironment.

To display the macro environment, you will need to fill in the two remaining columns. One of them should record opportunities, that is, the likely benefits that the company will be able to receive in the conditions of the current market, if there are no significant changes. And in the last column of the matrix, threats are recorded - those factors that can hinder the development strengths company and the use of the opportunities provided.

Microenvironment

Strengths include those moments where the company has significantly succeeded and what distinguishes it from competitors. Here you should also describe your competitive advantages, but be objective. These cannot be just allegations. They must be supported by certain indicators.

Such advantages may include:

• unique resources of the company;
• personnel with a high qualification level;
• quality products;
• brand popularity.

The weaknesses of the company include factors that drive it into a more unfavorable framework in comparison with potential competitors. As an example of a company's weakness, one can point to a limited range of goods produced or services provided, a not very good reputation, little funding, or a relatively poor level of customer service.

macro environment

As you remember, the macro environment in the SWOT analysis is presented in the form of probable opportunities or potential threats.

Opportunities should include the most favorable circumstances, using which the company receives additional benefits. It is the opportunities that contribute to the development of the strengths of the enterprise.

Threats are probable events, in the event of which the enterprise may find itself in not very favorable conditions for further development. Examples of such events may be the emergence of new competing companies on the market, an increase in tax rates, a change in demand from buyers.

Additional materials

The swot analysis matrix for a more complete and truthful filling will require additional information. Let's consider this point in more detail. All available data will be required for the following categories:

1. Management

It contains all the information related to the construction of the work of the entire company. These are the qualifications of the employees of the enterprise, the connections that determine the level of interaction between all departments, etc.

1. Production

In this category, an assessment is made of production capacities, the quality of existing equipment, and the degree of its wear. The quality of manufactured goods, the availability of patent or license documentation, if required, the cost of the manufactured goods are also considered. Additionally, the reliability of partners performing the role of suppliers, the level of service, etc. are evaluated.

1. Finance.

This is the most important category that requires detailed consideration. It is here that the clearest gradation of the strengths and weaknesses of the business in question is observed. These are the costs of the production process, the availability and speed of turnover of cash capital, the stability of the enterprise in financial plan and its profitability.

1. Innovation.

How often are customers provided with an updated product list? What is the level of quality and how fast is the payback of capital investments? This subparagraph should contain answers to all the questions posed.

1. Marketing

• consumer reactions to manufactured goods;
• your brand awareness;
• the range of products presented by the enterprise;
• pricing policy;
• the effectiveness of ongoing advertising campaigns;
• additional services offered by the company.

Rules for performing a SWOT analysis

In order to avoid possible mistakes in practice and get the maximum benefit from the conducted marketing research, strict adherence to several rules is required.

As far as possible, try to narrow down the field of activity in which the analysis will be carried out. If you perform this procedure simultaneously for all the activities of the enterprise, then the data obtained will be too general and absolutely useless from a practical point of view. Focusing the analytic process on a company's position in a particular market segment will help provide more specific data.

In the process of filling in the matrix columns in macro and micro environments, be correct in drawing conclusions regarding strengths/weaknesses and opportunities/threats for certain factors. Weak or strong qualities are represented by internal characteristics of the company. Whereas the second pair characterize the situation in a in a given time period, and cannot be regulated by management.

Qualitative performance of the analysis is possible only when all the data were completely objective. This strategic analysis should be made on the basis of the comprehensive information provided. The study cannot be entrusted to one specialist, since the information received may well be distorted by his personal subjective perception. In this marketing research, it is necessary to take into account the point of view of each functional unit of the enterprise. All data entered in the SWOT matrix must be confirmed by the available facts or the results of previous research activities.

It is absolutely unacceptable to use lengthy formulations or the possibility of its double interpretation. The more specifically the factor is formulated, the more clear will be its influence in the future on the activities of the company as a whole. And accordingly, the results obtained after the completion of the analysis will be of the greatest value.

Weaknesses of SWOT Analysis

SWOT analysis is just a simple tool for organizing information. This marketing procedure does not provide any specific answers or clear recommendations. It only helps to more adequately assess the main factors and, with a certain degree of probability, predict the occurrence of certain events. Formulating any recommendations based on the data received - this procedure is already within the competence of the analyst.

Moreover, the apparent simplicity of this strategic analysis very deceptive. The veracity of the result, and, accordingly, the development of further transformations are highly dependent on the completeness and quality of the information provided. To really get the most real data, either the participation of an expert who is able to assess the current state and the likely path for the further development of the market will be required, or it will be necessary to carry out a very painstaking work of collecting and then analyzing the information received in order to achieve this understanding.

Errors that may be made when filling in the matrix table are not detected during the analysis. Therefore, the addition of an extra factor or, on the contrary, the loss of an important one or other inaccuracies lead to an erroneous conclusion, and hence an incorrect development of a further strategy.

SWOT analysis example

The analysis example shown is for demonstration purposes only. It shows the entire sequence of steps that will help you perform a SWOT analysis.

Determination of strengths / weaknesses (sides)

First of all, analyze all possible options. Each of the directions should contain at least 3 parameters that helped to assess the competitiveness of the business.

For example, let's take a direction like " appearance goods". To analyze it, you will need to answer questions such as:

• how much better/worse is the appearance of the packaging than the competing company;
• convenience of packing in comparison with a competing company is better/worse;
• how much better/worse the package design is compared to a competitor, etc.

We check the importance of identified strengths/weaknesses

Not the entire list from the first paragraph will be required to fill in the matrix. Now you should exclude minor items. To select the right parameters, you should evaluate the impact of each in terms of potential customer satisfaction, as well as the profit generated.

The results of such a check will help to exclude parameters that play a minor role. The final rating of the microenvironment will be fully prepared.

Identifying likely growth paths

At this stage, you will need to write potential options that can . Two questions will help you with this:

1. how the company can increase the level of sales;
2. What are the ways to reduce production costs?

Make a comprehensive list of opportunities that will help your business grow. The following options are examples:

• new sales territory;
• expansion of the range;
• influx of new consumers, etc.

Next, an assessment is made, and opportunities that do not have a decisive impact on profits and customer satisfaction are excluded. Having fully analyzed the entire list received, we cross out opportunities that do not have a strong impact on profits and customer satisfaction.

Identifying Potential Threats

This section should list options for potential threats. For example, why customers may refuse to purchase an enterprise product:

• change in habitual lifestyle;
• decrease in the income level of the population;
• changed requirements for product quality, etc.

Then we exclude threats that do not threaten the development of the enterprise over the next 5 years.

Filling the matrix

Now that all the data has been received, we fill in the standard template. At the same time, the rating of all indicators is necessarily preserved. Further, based on the SWOT information, recommendations are made for the further development of the enterprise.

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The name of the analysis of strengths, weaknesses, opportunities and threats - SWOT analysis, comes from the abbreviation of the words:

strengths- strengths, strengths;

Weaknesses- weakness;

Opportunities- opportunities;

treats- Threats.

SWOT analysis is a fairly simple and popular technique that allows you to assess the consequences of your decision, in making which you are guided by knowledge and understanding of the surrounding situation. And it does not matter whether this decision lies in the field of marketing, the choice of a company development strategy, or any of your decisions related to current activities, not even related to business.

So, using the WSOT method, you can analyze whether you (or your friend) should wear that blue dress that she bought in a boutique last month. When choosing a profession, or a particular company in employment, we evaluate our strengths and weak sides, the opportunities offered by the new place, as well as the threats of changing jobs. As for marketing, in fact, this technique, to one degree or another, is owned by every marketer involved in making strategic decisions.

Intuitively, we use SWOT analysis quite often, but few people independently bring such an assessment to its logical conclusion, stopping at a fundamental understanding of the situation and not delving into the analysis of marketing details.

The following are the two most simple methods, the use of which will allow a novice entrepreneur to independently conduct a SWOT analysis. There are in-depth options for SWOT analysis. Their application requires a more careful approach, preparation and elaboration of details.

Methodology of SWOT - analysis

In principle, everything is simple, the analysis is carried out according to the following scheme:

1. Expert articulation of your strengths and weaknesses are internal factors. Their basis is only you. If we are talking about a company, then these are the strengths and weaknesses that are inherent in the company. For an expert description of this, it is enough to use the results of an express survey of enterprise management.

Strengths and weaknesses should be assessed by at least 3 vectors:

• Management (condition, quality, motivation, qualifications)
• Business processes
• Finance

To analyze internal factors, I suggest using a different model. For
analysis of internal factors, we should pay attention to compliance with:

• marketing activities of the firm to its external environment;
• the company's sales system and its adequacy to the marketing channel;
• organization of production processes and the adequacy of products to the market (for manufacturing companies);
• organization of logistics processes and their adequacy to the marketing channel;
• the financial condition of the company and its objectives;
• administrative system and quality of business process administration;
• management system, human resource management

2. Describing opportunities and threats- which are external factors, which are based on the situation outside the company, the business environment of the company.

There is no need to invent threats, they are always the same. It is enough to assess the typical potential threats for the presence of those for your company (for you).

Threats are:

• social;
• economic;
• technological;
• political;
• environmental;
• competition.

3. We rank the strengths and weaknesses, opportunities and threats according to the degree of influence on the company, throwing out the far-fetched.

4. We bring everything into a SWOT matrix (into a table).

5. We analyze the effect of factors

6. Having finished with the description and marketing analysis, define strategy, based on the results of the description above, using the strengths, and compensating for the shortcomings of your (company) .

SWOT matrix

All data is summarized in one table consisting of 4 main fields: strength, weakness,
opportunities and threats. Such a table is also called a SWOT analysis matrix.

We analyze the effect of factors

Actually, what we have compiled above is not yet a SWOT analysis, but only a form (matrix) for a convenient description of the parties, opportunities and threats. Analysis - a conclusion about how your "strengths" will help realize the company's capabilities in achieving certain planned goals.

Let's try to rebuild the table and answer the questions:

	Opportunities ( O)	Threats ( T)
strengths ( S)	We correlate "strength" and "opportunities", and understand how "power" is able to provide company opportunities. 1. ....... 2. ....... 3. .......	We correlate "force" and "threats", and we understand, how "force" can eliminate threats to the company 1. ....... 2. ....... 3. ....... (do not be shy, describe in words)
Weak sides ( W)	Listing "weaknesses", we describe, how weak sides interfere use listed opportunities 1. ....... 2. ....... 3. ....... (do not be shy, describe in words)	Listing "weaknesses", we describe the most embarrassing for the company: how much are your weaknesses lead to the onset of those threats, which you have listed. 1. ....... 2. ....... 3. ....... (do not be shy, describe in words)

SWOT Analysis Strategies Matrix

Further - the most interesting - that for which actually everything was started. Based on the results of the analysis, we use the results of the SWOT analysis to develop certain strategy vectors, according to which we will work. The company, as a rule, works in several directions (vectors) at once:

• implement strengths;
• we correct the weaknesses of the company, use its strengths;
• taking measures to compensate for the threats.

Analyzing the data in the table, we compile a matrix of necessary actions to correct the weaknesses of the company, including at the expense of strengths. We bring all the data into one table (matrix) consisting of 4 main fields: strength, weakness, opportunities and threats. Such a table is called: "SWOT Analysis Strategies Matrix".

Analyzing the data located in the table, a list of possible actions (marketing plan) is compiled to neutralize the weaknesses of the company, including at the expense of strengths. Also, possible options for the development of the company when external factors change, ways to use strengths to reduce risks, etc. are being developed.

AT Have you ever wondered what a good military leader does before a fight? He studies the field of the upcoming battle, looking for all the winning hills and dangerous swampy places, assesses his own strength and the strength of the enemy. If he does not, he will doom his army to defeat.

The same principles work in business. Business is an endless series of small and large battles. If you do not assess the strengths and weaknesses of your enterprise, do not identify market opportunities and threats (those very uneven terrain that become of great importance in the heat of battle) before the battle, your chances of success will drastically decrease.

In order to get a clear assessment of the strength of your enterprise and the situation in the market, there is SWOT analysis. It is a special kind expert method, is very popular. It got its name from the first letters of four English words, which in Russian translation mean: Strengths and Weaknesses, Opportunities and Threats. The abbreviation is made up of the first letters of the English words:

Strength - strength; Weakness - weakness; Opportunities - opportunities; Threats - threats.

SWOT analysis- this 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).

This methodology can be used as a universal one. It has a special effect in the study of processes in the socio-economic system, which is characterized by dynamism, controllability, dependence of internal and external factors of functioning, cyclical development.

According to the methodology of this analysis, the distribution of factors characterizing the subject of research is carried out according to these four components, taking into account whether this factor belongs to the class of external or internal factors.

As a result, a picture of the correlation of strengths and weaknesses, opportunities and dangers appears, which suggests how the situation should be changed in order to have development success.

The allocation of factors to these quadrants or sectors of the matrices is not always easy. It happens that the same factor simultaneously characterizes both the strengths and weaknesses of the subject. In addition, factors act situationally. In one situation, they look like a virtue, in another - a disadvantage. Sometimes they are disproportionate in their significance. These circumstances can and should be taken into account.

The same factor can be placed in several quadrants if it is difficult to unambiguously determine its place. This will not adversely affect the study. After all, the essence of the method is to identify factors, place them in such a way that their concentration suggests ways to solve the problem, so that they become manageable.

In each quadrant, the factors do not have to have the same weight, but they must be presented in their entirety.

The completed matrix shows the real state of affairs, the state of the problem and the nature of the situation. This is the first stage of the SWOT analysis.

At the second stage, it is necessary to comparative analysis strengths and opportunities, which should show how to use the strengths. At the same time, it is necessary to analyze the weaknesses in relation to the existing dangers. Such an analysis will show how likely a crisis is. After all, the danger increases when it arises in conditions of weakness, when the weak sides do not make it possible to hinder the danger.

Of course, it is very useful to make a comparative analysis of strengths and existing dangers. After all, strengths can be poorly used in preventing a crisis, strengths must be seen not only in relation to favorable opportunities, but also in relation to dangers.

In the study of control systems, the subject of this method can be various problems of control development. For example, efficiency, personnel, style, distribution of functions, structure of the management system, management mechanism, motivation, professionalism, information support, communications and organizational behavior, etc.

The use of specially trained and selected experts or internal consultants makes this method more effective.

There are many modifications of the SWOT analysis method. The most interesting of them method of development and analysis of goals.

It is known that the goal of management is a decisive factor in success, efficiency, strategy and development. Without a goal, it is impossible to develop a plan or program. But this concerns not only the goal of management, but also the goal of research. After all, it is also not easy to formulate this goal correctly. The research program, the use of research methods depend on the purpose.

The goal should be developed according to the criteria of Attainability, Specificity, Evaluability (measurability), taking into account the Place and Time. These criteria reflect the English words - Specific, Measurable, Achievable, Relevant, Timed, in the abbreviated name it is SMART. That's what this method is called.

The method assumes a consistent assessment of goals according to a set of criteria arranged in a matrix form. Here is a set of comparable factors that reflect the characteristics of the goal: difficult to achieve - easy to achieve, high costs - low costs, has staff support - does not have staff support, has priorities - has no priorities, is time consuming - takes little time, has a wide impact - has a limited impact , focused on high tech-focused on low (conventional) technologies, associated with new organization management - is not connected with the new management organization.

The next step is to create a problem definition matrix. To achieve the goal, a number of problems must be solved. But for this they must first be defined.

The distribution of problems is carried out according to the following criteria: the existing situation, the desired situation, the possibility of achieving the goal. These criteria characterize the horizontal of the matrix. The following criteria are considered vertically: problem definition, problem evaluation (quantitative parameters), organization of the solution (who, where, when), costs of solving the problem.

Stages of conducting a SWOT analysis:

Stage 1 . Taking into account the specific situation in which the enterprise is located, a list of its strengths and weaknesses is compiled, as well as a list of threats and opportunities .

Strengths enterprise - something that it excels in or some feature that gives you additional opportunities. Strength may lie in your experience, access to unique resources, advanced technology and modern equipment, highly qualified personnel, high quality of your products, your fame trademark etc.

Weak sides enterprise is the absence of something important for the functioning of the enterprise or something that you have not yet succeeded in comparison with other companies and puts you in a disadvantageous position. As an example of weaknesses, one can cite a too narrow range of manufactured goods, a bad reputation of the company in the market, lack of funding, low level of service, etc.

Market Opportunities are favorable circumstances that your business can take advantage of. As an example of market opportunities, we can cite the deterioration of the position of your competitors, a sharp increase in demand, the emergence of new technologies for the production of your products, an increase in the level of income of the population, etc. It should be noted that the opportunities from the point of view of SWOT analysis are not all the opportunities that exist on the market, but only those that can be used by the enterprise.

Market Threats- events, the occurrence of which may have an adverse impact on your enterprise. Examples of market threats: new competitors entering the market, tax increases, changing consumer tastes, declining birth rates, etc.

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

Stage 2. Links are established between the strengths and weaknesses of the organization, as well as threats and opportunities.

To establish these links, a SWOT matrix is ​​compiled, which has the following

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

At the intersection of sections, four fields are formed. On each of these fields, the researcher must consider all possible paired combinations and select those that should be taken into account when developing an organization behavior strategy. In relation to the tex pairs that were selected from the "SIV" field, a strategy should be developed to use the strengths of the organization in order to get a return on the opportunities, which are For those pairs that ended up on the "SLV" field, the strategy should be built in such a way that, at the expense of the emerging opportunities, try to overcome the weaknesses in the organization. If the pair is on the SIS field, then the strategy should involve the use of the strength of the organization to eliminate threats. Finally, for couples who are on the field of "SLU", the organization must develop such a strategy that would allow it to both get rid of weakness and try to prevent the attack.

9.2 Specific methods for investigating the interaction of facts

In the study of management, which is designed to harmonize the joint activities of people, ensure the integration of activities, a large role plays the method of studying the interaction of factors that determine the behavior of objects, the nature of situations, the content of problems.

This is one of the famous and important methods. Any problem or situation can be represented in the totality of factors of its manifestation and existence. All factors do not exist individually. They are in interaction, which reveals the essence of the problem and suggests its solution. But these interactions are not always noticeable, understandable, structured and ranked in the mind of the researcher. Therefore, it is necessary to determine the composition and nature of interactions. The method is based on this.

Its use is as follows. A clear identification of factors according to certain criteria and clarity in understanding the interaction are necessary. Further, on this basis, an interaction matrix is ​​built, which should show a picture of existing and possible interactions between various factors. These interactions can be ranked by groups: interactions are essential, insignificant, desirable, undesirable, stable, unstable. Another gradation of interactions and a quantitative assessment of their importance are possible.

A matrix compiled in this way can show the existing picture, new facets of the problem, and possible ways to solve it. In many cases, this method can be quite effective in management research.

In control systems, this method can be used to study the interactions of functions and links of the control system, efficiency improvement factors or innovative development, interactions of constraints in the implementation of the strategy, informal interactions in management processes, etc.

Lecture 10 Research diversification. Methods of intuitive search. Brainstorming method.

10.2 Composition and system of diversified research methods.

10.3 Methods of intuitive search in the study of control systems.

10.4 Brainstorming

10.1 Research diversification processes: need, present,

Diversification- one of the notable phenomena of our time. It is a combination of various phenomena, processes or trends that allows you to make the best use of available resources and achieve goals. .

It is known that diversification in production is manifested in the transformation of many firms and corporations into diversified complexes that combine the production of products for various purposes and use various technologies. Under these conditions, the effect of better use of resources is achieved, the ability to vary products when demand changes, and increase competitiveness. But there is another benefit of diversification. It consists in creating conditions for the mutual enrichment of one technology with another, the use of related principles and approaches, and the provision of a variety of types of products due to the "transfer effect" of an idea or approach. This is reminiscent of the principle of external complementarity known in quantum methodology, which begins to manifest itself and act when the external and the internal are connected, when it becomes possible to look at the internal from external or fundamentally different positions. This can be called the diversification effect.

At the same time, diversification of management is also taking place, which manifests itself in a variety of forms and types of management systems, in connecting them according to the needs of managing diversified organizations.

Processes of diversification are also penetrating the field of research. Here they find themselves in a growing variety of approaches and methods of research and the need to combine these approaches in a particular study.

Thus, for example, the use of even traditional research methods can be combined with the psychological regulation of research activity and a special form of its organization. It turns out a fundamentally new research method, which has its own advantages and disadvantages and differs from other methods. In this regard, we can call the synectics method and many varieties of this method. It can be called a diversified research method, because it is not just a method of analysis or collective intellectual activity, it is a method of motivating collective intuition, a kind of imagination game, psychological attunement, purposeful search, etc.

An important feature of diversified research methods is the combination of original research methodologies with specific organizational forms of their implementation. This is where the effect of diversification is most clearly manifested.

Diversified research methods are getting a lot of development in modern conditions and they have a great future.

10.2. Composition and system of diversified research methods

Known diversified research methods should be presented in the system, because their systemic representation allows the most successful choice of certain methods in specific conditions.

The system of diversified research methods includes brainstorming methods, systematic search methods, methods of deep immersion in the problem, methods of intensifying mental activity, methods of fantastic transformation of the problem, synectics methods, intuitive search methods, etc.

These are all different methods, but they are closely related to each other. What they have in common is that they combine different, sometimes contradictory, and this is the basis of the effect of their use.

The difference between these methods is in the combination of methodology and organization of the study, the combination of approaches and the simplest methods. Each of these methods must be characterized and considered separately.

10.3 Intuitive Search Methods in Control Systems Research

There are several research strategies that involve different degrees of using intuition: a random search strategy, a targeted search strategy, a systematic search strategy, an intuitive search strategy, an algorithmic (ordered) search strategy

Methods of random, intuitive search are to find or accumulate new ideas, regardless of the practical activities and the specific problems that are encountered here. Often such ideas arise even with the uncertainty of the purpose of the study or the realization of its need. These are methods that stem from the needs of creativity, extraordinary thinking, developed intuition, and intellectual abilities.

Collective forms of using such search methods are widely used in the form of brainstorming and all its varieties.

Method of systematic search characterized by the orderliness of all search procedures, their purposefulness, the exact criteria basis of assessments, and consistency. Matrix methods of analysis, methods of classification, and decomposition are widely used here.

Boolean search method is distinguished by a more rigid ordering, which manifests itself in the algorithmization of all search procedures aimed at a very specific subject of research or an element of the system.

Logical search methods begin with the definition of the subject of research or its adjustment, clarification, addition in the event that such a definition already exists.

These strategies differ not only in the methodology of their implementation, but also in organizational factors. They do not necessarily imply an algorithm for individual research activities, but are also used in collective research, where they can have the greatest effect. For example, intuitive and intuitive-target strategies are most effective when they are based on the division of functions between different research groups in order to accumulate and present ideas, their rigorous and thorough system analysis.

Strategies differ not only in the combination of logic and intuition, but also in the following parameters: the purpose of the study and the nature of the problem, what to do to solve it, by what means to solve it, how to solve .

An important factor in choosing a strategy is also the availability of information at the initial stage of the study, the possibility and necessity of its accumulation, forms of use (quantitative data, a systematic description, properties that characterize quality, etc.). The less initial information, the greater the need for an intuitive search strategy.

It may seem that intuitive search is completely built on random insights and is essentially the opposite of the methods of system analysis, formal logic, "mind technology". This is not entirely true. Any mental, and even more so, creative activity has two components - conscious and unconscious. Each person builds their combination differently, and for all people it manifests itself differently depending on the specific circumstances in which they find themselves.

To certain limits, this combination can be controlled and the unconscious component of thinking can be developed, its manifestation can be motivated. This is what various creative search strategies are built on.

10.4 Brainstorming

The method of "brainstorming" has a great popularity and practical distribution. Its use has shown undeniable effectiveness in the creative solution of many complex research and not only research problems. It is used in the development of management decisions of various classes. That is why it is mentioned both in management textbooks and in special textbooks on the problems of developing managerial decisions.

Study- it is always the development of the unknown, the search for the future, the explanation of the complex. Therefore, in research, the method of "brainstorming" is of particular importance. With it, you can achieve results that are impossible using traditional methods of analysis.

Brainstorming method is built on a specific combination of research methodology and organization, separate use of the efforts of dreamer and initiator researchers with analysts, systems engineers, skeptics, and practitioners.

Rice. 8. The structure of the brainstorming method

The main goal of "brainstorming" is to search for the widest possible range of ideas and solutions to the problem under study, going beyond the boundaries of those ideas that exist among specialists. narrow profile or people with rich past experience and a certain official position.

People of various specialties, practical experience, scientific temperament, individual qualities, as a rule, own various research methods. Combining these methods can be very helpful in solving complex research problems. This is the essence of brainstorming. His other quality is a combination of logic and intuition, scientific fantasy and scrupulous calculation.

"Brainstorming" is carried out in two stages: the stage of generating ideas and the stage of practical analysis of the ideas put forward.

Each of the stages is carried out according to specific principles, reflecting its purpose and essence, determining its effectiveness. (scheme 48).

First stage(generation of ideas) involves the following principles:

1. The principle of forming a group according to the ability to scientific imagination and developed intuition, anti-dogmatic thinking, intellectual looseness, diversity of knowledge and scientific interests, positive skepticism.

2. The selection of a group for generating ideas can be done based on the results of special testing, which will identify and take into account the criteria for this principle. In addition, it is possible and very useful to take into account other socio-psychological characteristics of a person, such as enthusiasm, sociability, independence.

3. All this is necessary in order to create an atmosphere of ease, creativity, and mutual acceptability in the work of this group.

4. The principle of strictly prohibiting any criticism. It can limit the flight of fantasy, create fear in the expression of ideas, worsen the socio-psychological atmosphere, force people to analyze ideas, constrain thinking, switch attention and concentrate it on any one idea, and thereby reduce their number and variety. After all main task The first stage of "brainstorming" is to search for as many different options for solving the problem, ways to achieve the goal, ideas and thoughts. And all the work of the group should be directed only to the search for ideas, and not to their criticism. explanation, justification. Therefore, one more principle should be formulated.

5. The principle of prohibition of substantiation of put forward ideas. It is necessary to eliminate this natural need of human communication. You can only offer additional ideas that differ from those expressed. You can not "join the opinion" or "decipher" your own or other people's ideas.

6. The principle of motivating a variety of ideas, removing restrictions on the field of knowledge, wealth of experience, official status, age, social status. You can express absolutely unrealistic and fantastic ideas, moreover, this is exactly what should be motivated in the work of the group.

7. Such motivation is determined by the selection of the group and the organization of its work. The group may include specialists in various fields of knowledge, different experience and scientific and practical status. The diversity of participants in the work contributes to the generation of ideas.

8. The principle of the time limit for putting forward ideas. It is desirable that ideas be put forward on the basis of insight, eureka, therefore, for putting forward ideas, a time limit for reflection is set in order to exclude the possibility of "looping" in contradictions, fears, to remove uncertainty, psychological complexes.

At the second stage"brainstorming" (analysis stage) also operates a number of principles that reflect the purpose and essence of this stage.

1. The principle of completeness of the analysis of ideas and their generalization. No idea expressed, no matter how skeptically it may be initially evaluated, should not be excluded from practical analysis. All submitted ideas should be classified and summarized. This helps free them from possible emotional moments, external distractions. It is the analytical generalization of ideas that sometimes gives very successful results.

2. The principle of analytical potential. The group should consist of analysts who have a good understanding of the essence of the problem, the goals and scope of the study. These should be people with a sense of increased responsibility, tolerance for other people's ideas, and clear logical thinking.

3. The principle of criterial clarity in the evaluation and analysis of ideas. To ensure the objectivity of the evaluation and analysis of ideas, very clear criteria should be formulated, which should guide all members of the analytical group. The main ones should be: compliance with the purpose of the study, rationality, reality, availability of resources, including - and sometimes mainly - the resource of time.

4. The principle of additional development of the idea and its concretization. Many of the originally expressed ideas need to be clarified, concretized, and supplemented. They can be analyzed, accepted or excluded from the analysis only after appropriate revision.

5. The principle of positivism in the analysis of ideas. It is possible to carry out the analysis on the basis of different approaches: negativism and positivism. The first is carried out on the basis of critical assessments, skepticism, and the rigidity of practical criteria. The second is to search for the rational, positive, constructive in any of their manifestations.

6. The principle of constructivism, which involves orienting ideas towards building a concept, reality, a program of action, and linking ideas.

AT practical use the method of "brainstorming" is of great importance to the personality and activities of the leader. After all, the work of both the first and second groups should be properly organized and regulated in the process of their implementation. This role is played by the leader. Various options are possible: the leader can be the same for the first and second groups, or the leaders can be differentiated. But in both cases, the leader should be a person with great creative activity, goodwill, a deep understanding of the problem being solved, the ability to organize and support the intellectual process.

The expediency of using the "brainstorming" method is determined by the assessment of the complexity and originality of the research problem and the availability of specialists who can effectively participate in the "brainstorming" processes. Most often, these are people who are selected according to special tests and have undergone the necessary training.

Of great importance in the success of "brainstorming" is the formulation and formulation of the goal of the study, as well as its subject - the problem.

The problem can be posed in a generalized form, or in a concrete-practical one. It is also possible to state the problem in the form of a problem - an analogue (anti-problem) or from a related field of activity, or in an "inverse" formulation (change, shift or rearrangement of accents to disrupt habitual thinking, highlight new facets of the problem, stimulate its creative understanding).

The formulation of the problem also implies a different degree of its specificity. It can also be useful to ensure the "freedom" of the creative process, the looseness of thinking.

The choice of the form of posing the problem and the formulation of its content depends on the professional composition of the group, its structure according to psychological data, existing or non-existent. human relations(strangers) organizational conditions the work of the group, the objectives of the study (the first approach to the problem or its specific solution, the time factor, etc.).

When selecting a group for generating ideas, it should be borne in mind that people differ in their abilities for creative generation. There are three types of personalities.

An active generator quickly reacts to the problem, shows a noticeable interest in solving the problem, responds positively to criticism, does not "eat" into the content of the problem, and claims leadership.

An inert generator does not have a high level of claims, but has significant ability to creative work. He seeks to delve into the essence of the problem, to feel its depth, to understand its origins and content, he is not in a hurry to express ideas, analyzes his own thoughts, and requires a greater degree of "warming up" in generating ideas.

The use of the "brainstorming" method can be effective only in conditions of a creative attitude to this method. It is not only a method of using and stimulating creativity in research, but also involves a creative approach to the implementation of the method itself.

The brainstorming method is focused on discovering new ideas and reaching agreement in a group of experts based on intuitive thinking. Participants in the collective generation of ideas express their opinions on options for solving the problem. As many ideas as possible are expressed, preferably non-trivial ones. Evaluation and discussion of ideas takes place at the end of the whole procedure.

Using this method, you can successfully solve a number of risk management tasks, namely:

Identification of sources and causes of risk, establishment of all possible types of risks;

Choice of directions and ways to reduce risk;

Formation of a complete set and qualitative assessment of options that use various methods of risk reduction or their combination, etc.

The disadvantages of using this method include a significant level of information noise created by trivial ideas, the spontaneous and spontaneous nature of the generation of ideas.

The third type of expert procedures allows to a great extent. Eliminate these shortcomings of the first and second types of group assessments. An example of methods of this type of examination is the Delphi method, the name of which comes from the Greek Delphic oracles.

The Delphi method consists in conducting a survey of experts in several rounds, which allows using feedback by familiarizing experts with the results of the previous round of the survey and taking these results into account when assessing the significance of expert opinions. The phased survey is continued until the maximum convergence of points of view is reached. The essence of the Delphi method can be represented as a diagram (Fig. 6.2)

The Delphi method is most appropriate for quantitative assessments of individual risks and the risk of the entire project as a whole, that is, when determining the probability of occurrence of risk events, assessing the magnitude of losses, the probability of losses falling into a certain risk zone, etc.

One of the widely used methods of examination is also the method of "scenarios". The method of "scenarios" allows you to organize information about the relationship of the problem being solved with other problems and about possible ways of development. The essence of the method is that a group of highly qualified specialists draws up a plan of scriptwriters which outlines the branches of science, technology, economics, politics that should be taken into account when formulating and solving the problem. Different sections of the script are written by different groups of specialists or individual specialists. These sections of the script attempt to represent a possible course in time, starting from an existing state or some event in the future.

From this article you will learn:

• What types of SWOT analysis method exist
• When should you not use SWOT analysis?

The SWOT analysis technique has become very popular due to its simplicity and wide applicability. With its help, you can evaluate the likely consequences of rational decisions in almost any area: both in business when developing a company development strategy, choosing a marketing policy, etc., and in privacy. The SWOT analysis method assumes that before making a decision, the situation was studied and understood. Let's look at it in more detail.

What is the essence of the SWOT analysis method

SWOT analysis is a way to assess the current situation in the business and the prospects for its development, identifying four key aspects: Strengths - strengths, Weaknesses - weaknesses, Opportunities - opportunities and Threats - threats.

Two of them - strengths and weaknesses - characterize the state of internal environment companies at the time of analysis. The remaining aspects - threats and opportunities - relate to the external environment in which the business operates and which the entrepreneur or head of the firm cannot directly influence.
The method of conducting a SWOT analysis allows you to describe the situation clearly and structured, to conclude whether the company is developing in the right direction, what risks should be protected from and how exactly to implement it, what is the potential of the enterprise.

The SWOT analysis method is based on four main questions:

1. What can a businessman (organization) do?
2. What would he like to do?
3. What is generally possible in the current conditions?
4. What actions are expected from the company by its environment – ​​clientele, partners, contractors?

By answering these questions, you can determine:

• advantages of the company, its trump cards that can be used in the development strategy;
• vulnerabilities that can be eliminated, compensated;
• prospects, open ways of development of the company;
• dangers and ways to protect yourself from them.

Why you need a SWOT analysis method

SWOT analysis is a simple and versatile method widely used in entrepreneurial activity and not only. In business, when planning and developing a strategy, it can be used both separately and in conjunction with other marketing tools, which makes it very convenient for company managers and private entrepreneurs.


Outside of business, the SWOT analysis method allows you to identify priority areas for applying efforts (this applies to both professional and personal development), to find your true life goals and priorities in work and relationships.
In relation to business, SWOT analysis is used to:

• collecting, summarizing and analyzing information about competitors through Porter models, PEST and other marketing methods;
• creation step by step plan implementation of the business strategy, development of its main directions and appointment of persons responsible for the implementation;
• competitive intelligence (search for the strengths and weaknesses of competitors) to form effective strategy development.

Thus, wherever it is necessary to highlight the strengths and weaknesses of something (commercial activity, enterprise, individual), there is a place for the SWOT analysis method. Its product can be both a business strategy and a program for professional or personal growth.

Types of SWOT analysis method

1. Express version of SWOT-analysis. It occurs most often and is used to detect the main strengths of the company and its vulnerabilities. External threats and opportunities are also identified. This type of method is the easiest to use and gives a clear result.
2. Summary SWOT analysis. The focus is on accounting and systematization of the main indicators of business performance in this moment and its future prospects. A summary SWOT analysis is good in that it allows you to quantify the factors that are identified by other methods included in the strategic analysis toolkit, to form a strategy and action plan aimed at achieving the main goals of the company.
3. A mixed SWOT analysis is an option that combines the first two. There are at least three varieties of it, in which the factors of influence are structured in the form of tables and form a cross matrix. However, the analysis of these types does not give a quantitative assessment of certain indicators. Thanks to the summary SWOT, you can deeply explore the received data and come to an accurate result.

SWOT analysis method by example

The main matrix of the SWOT analysis is as follows:


Consider this situation: individual entrepreneur is going to sell pies to grandmothers in small batches (and they, in turn, will resell them to the final buyer).
Here is how you can apply the SWOT analysis method to it:


Note that if the target audience is, for example, schoolchildren who buy pies for themselves (and not grandmothers-traders), then the SWOT analysis must be carried out again, since the initial data have changed.

SWOT project analysis

First of all, decide what goals you are going to achieve through the method, what tasks you face. If the project is devoid of goals and non-specific, the SWOT analysis will fail: there will simply be no place to take the initial data from.
Find potential strengths in your future (or existing) business. Make a complete list of them and start analyzing each of them. What characteristics and features make your idea realistic and promising? Are the means and tools with which you intend to implement your strategy effective, and by what means? How good an entrepreneur (or leader) are you yourself? What resources and assets are available to you? What do you manage to do better than your competitors? In general, conduct an audit and evaluate your capabilities.


Then, using the same method, you need to analyze the shortcomings of the business project under consideration. What factors hinder the solution of urgent problems? What business skills do you personally lack and how can they be “pumped”? What is the main vulnerability of your enterprise and personally you as a person and leader? What factors should be avoided? What can prevent you from taking advantage of the opportunities and benefits to achieve your goals?
The next step in the SWOT analysis is to list the available prospects for your project. You are probably already actively using some of these favorable environmental factors to promote and optimize your business, list them. Don't forget potential opportunities. Describe the market situation in your niche. Think about what tools, tools, methods and benefits can be applied to make your project unique and in demand.
After that, proceed to the description of existing external dangers and threats. Which of these factors are or could be preventing you from achieving your intended outcome? Is there a large number of your competitors, enemies, ill-wishers who can harm the business and prevent it from developing? In the SWOT analysis method, threats and opportunities are always related to the external environment, and strengths and weaknesses are always related to the project itself.
When all the lists are compiled, proceed to the formation of conclusions and conclusions. They should provide answers to a number of important questions about how to competently use their strong positions, how to eliminate shortcomings and problem areas, how to take advantage of the opportunities that have opened up in practice, how to minimize risks and avoid dangers.


Listing, cataloging and studying these four groups of factors is not the main part of the SWOT analysis method. The most important thing happens later, when the data has already been collected and structured: finding ways to turn problems into advantages, make strengths out of weaknesses, and make external threats serve the benefit of your business.
If at this stage it becomes clear what measures and steps need to be taken, be sure to plan them for the near future and actively begin to implement them.

Rules of the SWOT analysis method

SWOT analysis seems to be a simple, even primitive method, but in practice, building a matrix can be difficult. The problem lies in the quality of the initial data: if they are outdated, or initially unreliable (which often happens when we collect information about the external environment), or too abstract and generalized, then the method will not lead to the desired result.
Therefore, the practical application of SWOT analysis requires compliance with some important rules:

1. Limit the scope of the study to each of the quadrants. Analysis of the business as a whole will turn out to be too divorced from practice and, as a result, useless, because in order to develop a strategy, information is needed on very specific aspects of the functioning of the enterprise. It is worth focusing on each of them and subjecting them to a SWOT analysis.
2. Decide on the wording: what you will consider a strength, what a weakness, and what you will attribute to opportunities and risks. Internal factors - the strengths and weaknesses of the company - can be controlled directly, but it is impossible to influence external ones. Therefore, these areas - inside the business and outside it - must be clearly separated, and, for example, internal problems should not be written down as threats, and opportunities should not be considered strengths.
3. When analyzing advantages and vulnerabilities, look at your project from the outside, as a client or competitor. If something is an advantage for the consumer and motivates him to buy the company's products, then this is a strength.

If some services or product items offered by your company are more popular than similar products and services of competitors, this is also a business advantage. That is, both strength and weakness are determined by the market, and not by the manager-analyst's ideas about how to do it right. When the list of advantages and disadvantages grows too large, it is useful to rank them in order of importance (from the perspective of the consumer).

1. Use a variety of but reliable information sources. Try to be objective when conducting a SWOT analysis. Best Option: first carry out extensive market research, and then use this method, but this is not always available. However, you can conduct monitoring on your own (using questionnaires, analysis of publications about the company in the media, etc.).

This task should be done by several people, since the personal preferences of each significantly limit the scope of the parameters considered. In the course of collecting and analyzing data, it is desirable to exchange ideas and guesses so that the work can be done in groups.

1. Formulate your thoughts as clearly and specifically as possible, avoid ambiguity and unnecessary phrases. The quality of the application of SWOT analysis as a method depends on the accuracy and capacity of the formulations. For example, the term “modern equipment” is very vague: it can hide both new machines in the shops and new technologies for communicating with suppliers.

If all these recommendations have been followed, then the SWOT analysis method will help to solve such problems as:

• identification of the dynamics of the position of the enterprise in the market environment, among competing firms;
• taking into account the results of a deeper analysis of the company's activities and building strategic plans in accordance with them;
• creation of several strategies of behavior in the market (for the most probable scenarios of development of events).

These can be options such as the elimination of threats (the third and fourth quadrants of the SWOT matrix), the continuation of the current course (without changes, since everything is fine anyway), the optimization of the use of resources and the development of reserves (the first and second quadrants).

The starting point for the final accumulation of all the key information collected using the previously described methods and the final analysis is the SWOT analysis (the abbreviation is made up of the first letters of the English words: strength- force, weakness - weakness, opportunity- opportunity and threat- threats) is one of the most common and effective types of analysis in marketing and marketing research, especially if the method is applied in its full version.

SWOT analysis allows you to identify and structure the strengths and weaknesses of the company, as well as potential opportunities and threats to the market. As a result of applying all preliminary methods of analysis, researchers should compare the internal strengths and weaknesses of their company with the opportunities and threats of the market. Based on the quality of compliance, a conclusion is made about the direction in which the organization should develop its business and, ultimately, the allocation of resources to segments.

The SWOT analysis methodology involves first identifying strengths and weaknesses, as well as threats and opportunities, and then establishing chains of links between them, which can later be used to formulate organizational strategies.

Strengths and weaknesses are elements of the internal environment in which a wide variety of aspects of the organization's activities can be embedded.

A strength is something a company excels at, or some feature that can provide it with additional business opportunities.

Weakness is the absence of something important for the functioning of the company, something that it does not succeed (in comparison with others), or something that puts it in unfavorable conditions.

Any element, depending on the perception of buyers, can turn out to be both a strength and a weakness.

Opportunities and threats are elements of the external environment. Opportunities and threats are outside the organization's control. They can be considered as external factors related to the elements of the market environment.

Opportunity is defined as something that gives a firm a chance to do something new: release New Product, win new customers, introduce new technology etc.

A threat is something that can cause damage to the company, deprive it of significant advantages.

An environmental analysis, which should already have been done using the PEST analysis and Porter's five-factor model (described above) by the time of the swot analysis, can serve as an excellent starting point for this part of the swot analysis.

On the first stage implementation of the method, researchers, taking into account the specific situation in which the company is located, based on the results of a preliminary study of external and internal expertise, desk study of sources of secondary information, various surveys to obtain summary data, make a list of all its weaknesses and strengths, as well as a list of threats and opportunities market and represent it in matrix form.

The compilation of this matrix is ​​also called qualitative swot analysis, from which the stage of the full implementation of the method begins.

In table. 7.2 shows the most frequently included in the method directions of analysis, which should be disclosed for the market under study.

SWOT-analysis for any particular company is unique and may include one or more positions from the presented list, or even all at once. Each element presented in a qualitative swot-analysis should be as detailed as possible for a specific industry and the company directly studied.

After a specific, most complete list of weaknesses and strengths, as well as threats and opportunities has been compiled, on second stage each parameter should be assessed with the help of industry experts and qualified employees of the research company according to its degree of importance for the company (on a scale: 0 - weak impact, 1 - medium impact, 2 - strong impact). For the components of the external environment, on a similar scale, the probabilities of the presented opportunities and threats should be assessed by introducing an additional column into the matrix.