Part external environment with which the organization has direct interaction is called the environment immediate environment. The study of the organization's immediate environment is aimed at analyzing the state of those components of the external environment with which the organization is in direct interaction. The organization itself can have a significant influence on the nature and content of this interaction, i.e. she can actively participate in the formation additional features and in preventing the emergence of threats to its further existence.
The analysis focuses on: consumers, competitors and suppliers.
If necessary, the organization of trade and the activities of intermediaries are studied.
The object of environmental analysis is the position or place of the enterprise in the market among competitors.
The purpose of the analysis is to assess the state and development of the market situation and determine the company’s competitive position in it.
The analysis is carried out from the general to the specific - first, the general economic conditions of the industry are studied, then they are specified and, with an increase in the degree of awareness, detailed. At the same time, all elements of the industry market and situations arising on it become the objects of study.
KFU- these are characteristic of this industry and each specific organization success factors. As a rule, different organizations belonging to the same industry have a similar set of CFUs. However, for each organization the set of KFU is individual, which is manifested in the differences between competing organizations. CFUs essentially represent the strengths of an organization and bring benefits to it.
Most of the CFIs affect the strengths of the internal environment of the organization, and since the environment is changeable, the CFIs change over time.
Most often, there are five types of CFU:
1. Technology dependent.
2. Related to production.
3. Related to the sale of products.
4. Related to marketing.
5. Related to professional skills.
There may be more types of CFUs. The organization's management must be able to clearly identify, formulate and imagine which of the identified CFUs it is able to implement better than a competitor.
Technology-dependent CFUs:
The quality of R&D (especially important in pharmaceuticals, medicine, chemistry, physics, space industry and other high-tech industries);
Opportunity to innovate production process;
Possibility of developing new products;
Degree of mastery of existing technologies.
KFU related to production:
Low production costs (achieving economies of scale, etc.);
Product quality (reducing the number of defects, reducing the need for repairs);
High utilization of production capacity (important in capital-intensive industries);
Favorable location of the enterprise, leading to savings on transportation costs;
Access to skilled labor;
High labor productivity (important for labor-intensive industries);
Possibility of manufacturing a large number of product models with different properties;
Ability to fulfill unique consumer orders.
KFU related to product sales:
Wide network of wholesale distributors/dealers;
Wide presence in stores retail;
Availability of retail outlets owned by the organization;
Low sales costs;
Fast delivery.
KFU related to marketing:
Highly qualified sales department employees;
After-sales service system available to customers;
Accurate execution of customer orders (small number of complaints);
Variety of models/types of products;
The art of sales;
Attractive design/packaging;
Guarantees for buyers (important when ordering by mail, selling new products, etc.).
KFU related to professional skills:
Special talent, level of professionalism;
Know-how in the field of quality control;
Degree of mastery of a particular technology;
Design competence (especially important in textile industry);
The ability to quickly move new products from the development stage to mass industrial production.
KFU related to organizational capabilities:
Level information systems(especially important in the airline industry, credit card industry, hotel business etc.);
The ability to quickly respond to a changing market situation (well-established decision-making process, it takes little time to bring a product to the market);
Effective management.
Other KFU:
Favorable image among buyers;
Overall low costs;
Advantageous location(especially important for retail);
Pleasant staff;
Access to financial markets (especially important for “young” companies);
Availability of patents.
Identification of the CFU helps to determine the strengths of the organization (internal environment) and, as opposed to the CFU, the weaknesses.
2. The concept of “acceptable” risk. Comparing it with the concept of “absolute” security.
Risk is a combination of the frequency (or probability) and consequences of a particular hazardous event.
The concept of "acceptable" risk uses the principle of “anticipate and prevent”. This generally accepted concept provides for the possibility of an accident and, accordingly, measures to prevent its occurrence and development.
4 main principles:
A practical activity cannot be justified if the benefit from this activity as a whole does not exceed the damage it causes.
The optimal option is to balance the costs of creating security systems by reducing the level of risk and benefits received from business activities.
The full range of existing hazards must be taken into account, and all information about risk management decisions must be available to the general public;
The principle of environmental limitations - ensuring the safety of people living today is achieved by implementing solutions that would not jeopardize the ability of nature to provide the safety and needs of people of the future generation.
This concept uses the concept of “background risk” - this is the probability that a person will die as a result of an accident or crime.
Comparing it with the concept of “absolute” security. Also called the "zero risk" concept. The concept provided for such an organization production facility, in which the possibility of an accident was completely excluded.
Disadvantages of the concept:
Its fundamental unattainability
Extremely high material costs for its implementation
Lack of preparation to act effectively in an emergency.
Ticket 6
1. Strengths and weaknesses of the organization. Methods of environmental analysis. Threats and opportunities in the external environment. SWOT analysis. Analysis of matrix fields.
Environmental analysis is generally considered the original process of strategic management because it provides both the basis for defining the firm's mission and goals and for developing behavioral strategies that will enable the firm to achieve its mission and achieve its goals.
One of the key roles of any management is to maintain balance in the organization’s interaction with the environment. Every organization is involved in three processes:
Management is designed to provide a balance between input and output. As soon as this balance is disturbed in an organization, it takes the path of death. The modern market has dramatically increased the importance of the exit process in maintaining this balance. This is precisely reflected in the fact that in the structure of strategic management the first block is the environmental analysis block.
Analysis of the environment involves the study of its three components:
Analysis of the external environment (macro and immediate environment) is aimed at finding out what the company can count on if it successfully conducts its work, and what complications may await it if it fails to avert in time the negative attacks that may present her with an environment.
Analysis of the macroenvironment includes studying the influence of the economy, legal regulation and management, political processes, natural environment and resources, social and cultural components of society, scientific, technical and technological development of society, infrastructure, etc.
The immediate environment is analyzed according to the following main components: customers, suppliers, competitors, market labor force.
Analysis of the internal environment reveals those opportunities, the potential that a company can count on in competition in the process of achieving its goals. Analysis of the internal environment also allows us to better understand the goals of the organization and more accurately formulate the mission, i.e. determine the meaning and direction of the company’s activities. It is extremely important to always remember that the organization not only produces products for the environment, but also provides an opportunity for existence for its members, giving them work, providing them with the opportunity to participate in profits, providing them social guarantees etc.
The internal environment is analyzed in the following areas:
Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.
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The study of the organization's immediate environment is aimed at analyzing the state of those components of the external environment with which the organization is in direct interaction. At the same time, it is important to emphasize that an organization can have a significant influence on the nature and content of this interaction and thereby actively participate in the formation of additional opportunities and in preventing threats to its further existence.
Buyers
The analysis of buyers as components of the immediate environment of the organization primarily aims to compile a profile of those who buy the product sold by the organization. Studying customers allows an organization to better understand which product will be most accepted by customers, what sales volume the organization can expect, to what extent customers are committed to the product of this particular organization, how much the circle of potential buyers can be expanded, what awaits the product in the future, and much more. .
A buyer profile can be compiled using the following characteristics:
geographical location;
demographic characteristics (age, education, field of activity, etc.);
socio-psychological characteristics (position in society, style of behavior, tastes, habits, etc.);
the buyer’s attitude towards the product (why he buys this product, whether he himself is a user of the product, how he evaluates the product, etc.).
By studying the buyer, the company also understands how strong his position is in relation to it in the bargaining process. If, for example, a buyer has a limited ability to choose the seller of the product he needs, then his bargaining power is significantly lower. If, on the contrary, the seller should strive to replace this buyer with another who would have less freedom in choosing a seller. The buyer's bargaining power also depends, for example, on how important the quality of the purchased product is to him.
There are a number of factors that determine the buyer's trading power, which must be revealed and studied during the analysis process. These factors include:
the ratio of the degree of dependence of the buyer on the seller with the degree of dependence of the seller on the buyer;
volume of purchases made by the buyer;
level of buyer awareness;
availability of substitute products;
the cost to the buyer of switching to another seller;
the buyer's sensitivity to price, depending on the total cost of purchases made by him, on his orientation towards a particular brand, on the presence of certain requirements for the quality of the product, on the amount of his income.
When measuring the indicator, it is important to pay attention to who pays, who buys and who consumes, since all three functions are not necessarily performed by the same person.
Suppliers
The analysis of suppliers is aimed at identifying those aspects in the activities of entities that supply the organization with various raw materials, semi-finished products, energy and information resources, finance, etc., on which the efficiency of the organization, the cost and quality of the product produced by the organization depends.
Suppliers of materials and components, if they have great competitive power, can make the organization very dependent on themselves. Therefore, when selecting suppliers, it is important to deeply and comprehensively study their activities and their potential in order to be able to build relationships with them that would provide the organization with maximum strength in interaction with suppliers. The competitive strength of a supplier depends on the following factors:
supplier's level of specialization;
the cost to the supplier of switching to other customers;
the degree of specialization of the buyer in the acquisition of certain resources;
the supplier's concentration on working with specific clients;
importance for the supplier of sales volume.
When studying suppliers of materials and components, you should first of all pay attention to the following characteristics of their activities: the cost of the goods supplied; guarantee of the quality of the supplied goods; time schedule for delivery of goods; punctuality and commitment to fulfill the terms of delivery of goods.
Competitors
Studying competitors, i.e. those with whom the organization has to fight for the buyer and for the resources that it seeks to obtain from the external environment in order to ensure its existence occupy a special and very important place in strategic management. Such a study is aimed at identifying the strengths and weaknesses of competitors and, on the basis of this, building your competitive strategy.
The competitive environment is formed not only by intra-industry competitors producing similar products and selling them on the same market. The subjects of the competitive environment are those firms that can enter the market, as well as those that produce a substitute product. In addition to them, the organization's competitive environment is significantly influenced by buyers of its product and suppliers, who, having bargaining power, can significantly weaken the organization's position.
Many firms do not pay due attention to the possible threat from newcomers to their market and therefore lose to them in the competitive struggle. It is very important to remember this and create barriers in advance to the entry of potential aliens. Such barriers may be in-depth specialization in the production of a product, low costs due to economies of scale in production, control over distribution channels, use local peculiarities, giving an advantage in competition, etc. It is important to be well aware of what barriers can stop or prevent a potential newcomer from entering the market, and to erect precisely these barriers.
Manufacturers of substitute products have very great competitive power. The peculiarity of market transformation in the case of the emergence of a replacement product is that if it has killed the market for the old product, then it usually cannot be restored. Therefore, in order to be able to adequately meet the challenge from firms producing a replacement product, the organization must have sufficient potential to move to the creation of a new type of product.
Labor market
Analysis of the labor market is aimed at identifying its potential in providing the organization with the personnel necessary to solve its problems. The organization must study the labor market both from the point of view of the availability of personnel in this market with the necessary specialty and qualifications, the required level of education, the required age, gender, etc., and from the point of view of the cost of labor. An important area of studying the labor market is the analysis of the policies of trade unions that influence this market, since in some cases they can severely limit access to the labor force necessary for the organization.
The study of the immediate environment of the organization is aimed at analyzing the state of those components external environment with whom the organization is in direct interaction. At the same time, it is important to emphasize that an organization can have a significant influence on the nature and content of this interaction and thereby actively participate in the formation of additional opportunities and in preventing threats to its further existence.
Buyers
The analysis of buyers as components of the immediate environment of the organization primarily aims to compile a profile of those who buy the product sold by the organization. Studying customers allows an organization to better understand which product will be most accepted by customers, what sales volume the organization can expect, to what extent customers are committed to the product of this particular organization, how much the circle of potential buyers can be expanded, what awaits the product in the future, and much more. .
A buyer profile can be compiled using the following characteristics:
Geographical location;
Demographic characteristics (age, education, field of activity, etc.);
Social and psychological characteristics (position in society, style of behavior, tastes, habits, etc.);
The buyer’s attitude towards the product (why he buys this product, whether he himself is a user of the product, how he evaluates the product, etc.).
By studying the buyer, the company also understands how strong his position is in relation to it in the bargaining process. If, for example, a buyer has a limited ability to choose the seller of the product he needs, then his bargaining power is significantly lower. If, on the contrary, the seller should strive to replace this buyer with another who would have less freedom in choosing a seller. The buyer's bargaining power also depends, for example, on how important the quality of the purchased product is to him.
There are a number of factors that determine the buyer's trading power, which must be revealed and studied during the analysis process. These factors include:
The ratio of the degree of dependence of the buyer on the seller with the degree of dependence of the seller on the buyer;
Volume of purchases made by the buyer;
Buyer awareness level;
Availability of substitute products;
The cost to the buyer of switching to another seller;
The buyer's sensitivity to price, depending on the total cost of purchases made by him, on his orientation towards a particular brand, on the presence of certain requirements for the quality of the product, on the amount of his income.
When measuring the indicator, it is important to pay attention to who pays, who buys and who consumes, since all three functions are not necessarily performed by the same person.
Suppliers
The analysis of suppliers is aimed at identifying those aspects in the activities of entities that supply the organization with various raw materials, semi-finished products, energy and information resources, finance, etc., on which the efficiency of the organization, the cost and quality of the product produced by the organization depends.
Suppliers of materials and components, if they have great competitive power, can make the organization very dependent on themselves. Therefore, when selecting suppliers, it is important to deeply and comprehensively study their activities and their potential in order to be able to build relationships with them that would provide the organization with maximum strength in interaction with suppliers. The competitive strength of a supplier depends on the following factors.
