Using swot analysis to select a career presentation. SWOT presentation - analysis Kaliningrad region Yu.A. Zaitseva

SWOT analysis (strengths, weaknesses, opportunities, threats)

SWOT analysis

V long-term program development
enterprises SWOT analysis is
an intermediate link between
formulating a vision, mission and
long-term course of your company and
definition of its goals and objectives

SWOT analysis

SWOT analysis can be carried out:
for the company as a whole
in individual business areas,
for individual markets in which the firm
functioning,

SWOT analysis

SWOT is an abbreviation of the words:
strengths-( strengths),
Weaknesses - (weaknesses),
Opportunities - (opportunities),
Threats - (dangers).

SWOT analysis

before SWOT-analysis is necessary
determine the study period within which
the interaction of the firm and the external environment will be studied.
It could be:
current period - existing forces are explored and
weaknesses of the company and the current market situation,
short-term perspective (traditionally, within 1-2
years, is generally determined by the degree of turbulence
environment),
medium-term perspective (traditionally, within 3-5
years),
long-term perspective (forecast for more than 5 years).

The main stages of SWOT analysis

“Scanning” the context” of the environment (search and establishment
major problematic trends that may affect
subject development).
Preparation and inventory of possible actions
External analysis of opportunities and threats (identification of
"environments" of the company that are not available for its control,
but can significantly affect its performance)
Internal analysis strong and weaknesses(identification and
analysis of controllable factors that can accelerate or
slow down the development of the company in the area of interest)
Planning possible actions (highlighting actions,
that will maximize the use of strengths
companies and level the weak ones)
Evaluation and choice of strategy

SWOT Analysis Matrix

Opportunities and Threats

Market opportunities are favorable
changes in the external environment that put the company in
better market position than today (deterioration
competitor positions, a sharp increase demand, appearance
new technologies for the production of your products, growth
income level of the population, etc.) Opportunities
are not all the possibilities that exist
on the market, but only those that can be used
enterprise to gain an advantage.
Market threats are events, the occurrence of which
may adversely affect your
enterprise (entering the market of new competitors, growth
taxes, changing consumer tastes, reducing
fertility, etc.)

Opportunities and Threats

Competition factors (the number of your main competitors, the presence of substitute products on the market, the height of barriers to entry and exit from the market, the distribution of market
shares between the main market participants, etc.)
Demand factors (market capacity, rates of its growth or contraction, demand structure
for your company's products, etc.)
Sales factors (it is necessary to pay attention to the number of intermediaries, the presence of networks
distribution, terms of supply of materials and components, etc.)
Economic factors (ruble (dollar, euro) exchange rate, inflation rate, change in the level
income of the population, tax policy of the state, etc.)
Political and legal factors (the level of political stability in the country, the level
legal literacy of the population, the level of law-abidingness, the level
corruption of power, etc.)
Scientific and technical factors (the level of development of science, the degree of introduction of innovations (new
goods, technologies) in industrial production, level state support
development of science, etc.)
Socio-demographic factors (number and sex and age structure of the population
the region in which your company operates, the birth and death rates,
employment rate, etc.)
Socio-cultural factors (traditions and system of values of society, existing
culture of consumption of goods and services, existing stereotypes of people's behavior, etc.)
Natural and environmental factors (the climate zone in which your
business, state environment, public attitude to protection
environment, etc.)
International factors (the level of stability in the world, the presence of local conflicts, etc.)

Opportunity Matrix

Threat Matrix

Advantages and disadvantages

The strengths of an enterprise are those in which it excels or
some feature that gives you additional
possibilities. Strength may lie in experience, access
to unique resources, availability of advanced technology
And modern equipment, highly qualified personnel,
the high quality of your products, your fame
trademark and so on.
Weaknesses are the absence of something important for
functioning of the enterprise or what is not yet possible
compared to other companies and puts at a disadvantage
position (too narrow assortment of manufactured goods,
bad reputation of the company in the market, lack of financing,
low level of service, etc.)
Strengths and weaknesses should be considered in relation to
competitors.

Advantages and disadvantages

Company reputation
Product quality
Quality of service
Geographic coverage, market share
Price
Logistics
Promotion efficiency
The quality of sales agents
Implementation of innovations
Costs
Financial stability
Employees
Technical equipment
Ability to meet deadlines
Flexibility, quick response to events
Range
Resources
Buyer Knowledge

Extended Matrix

OPPORTUNITIES1.
The emergence of a new
retail network
2. etc.
THREATS1. Appearance
major competitor
2. etc.
STRENGTHS1.
High quality
products
2.
3. etc.
1. How to use
opportunities
Try to get in
new network providers,
focusing on quality
our products
2. How can you reduce
threats
Hold on to our
buyers from the transition
to a competitor
informing
them about high quality
our products
WEAK
SIDES1.High
production cost
2.
3. etc.
3. How to overcome weaknesses for
opportunity score
Find in the new network
ready-made buyer
buy at the offered
price
4. The biggest dangers
for a company
Appeared competitor
can offer the market
products similar to
ours, on the lower
prices

The purpose of the analysis.

What to do
Directions in which
combined benefits and
possibilities
What to fight
Directions in which
companies have advantages, but
there are threats
What to exclude
Directions in which
the company has weaknesses and
there are serious threats
What to develop
Directions in which
use of opportunities
limited by weaknesses
companies

Advantages and disadvantages of the method

Advantages
Flaws
Simplicity
Insufficient instrumentality: not
very clear what to do with
lists received
Gives a lot of options
developments
There are no selection criteria from
list of options

SWOT analysis in general does not contain economic categories, therefore it can be applied to any organizations, individuals and countries to build
strategies in the most various areas their activities.
SWOT analysis is the foundation
- to create an objective view of the organizational
enterprise structure
- to set priorities and possible options
actions depending on the way of interaction between strong and
weaknesses of the company among themselves in relation to external
factors.
SWOT analysis is a tool that will help you develop
optimal strategy, the best way to stand out among
competitors offering similar services or services.
A SWOT analysis will help you take a look at where you are
today and where you need to go in the future.

The four components of a SWOT analysis are:

S (Strengths) - Strengths
These are tangible and intangible positive factors within
organizations. These are the benefits and distinctive features your
companies: anything that separates you from your competitors. Most of
them are important and are factors that are under your
control.
W (Weaknesses) - Weaknesses
These are limitations or shortcomings within the organization. It's a lack
resources or competencies that can hinder performance.
In developing this list, both organizational and
custom perspectives.
O (Opportunities) - Opportunities
These are the main external factors that could ensure your
organization competitive advantage. These are the factors that
the company can use to become more successful.
T (Threats) - Threats (risks)
These are the main adverse external circumstances that can
interfere with the continued success of your organization. They represent
are factors from which you must protect your company.

- Internal factors: strengths and weaknesses - Use strengths to create external opportunities - Overcome

Internal factors: strengths and weaknesses
- Leverage strengths to create external opportunities
- Overcome internal weaknesses
- Minimize Negative consequences from weaknesses
internal factors, from three points of view:
1. From the side of the organization:
- Corporate culture
- Availability and availability of resources
- Company reputation
- Efficiency in completing tasks
- Operational capacity
- Brand recognition
- Market share
- Financial resources
- Patents or trade secrets
- Key employees
2. Customer side:
- People who are currently buying your products
- Exclusive contracts
- Investors
3. From competitors:
- Companies that sell similar products or services
- Brand recognition
- Market share

External factors: opportunities, threats External factors are elements of the external environment that may have an impact on

the organization's ability to succeed and deliver value to its customers in the future. Factors
may depend on customers, market trends, suppliers or partners.
1.
2.
3.
4.
Four categories of external factors:
You can explore external factors by looking at them from different perspectives as well.
From competitors:
- Mergers and acquisitions in your industry
- Entry of new competitive players into the market
- Price wars
- Technological changes(modernization, optimization)
From the economic background:
- Changes from an economic point of view
Political/Regulatory Prerequisites:
- Legal changes in your industry (legislative acts (laws)
- Political changes that may affect your industry
- Regulatory changes that may affect your industry
- Changes in tax system and law
Social background:
- Socio-cultural changes in the market
- Demographic changes
- General market growth

STRENGTHS Strengths, as positive factors within an organization, add value to your products or services.

giving you a competitive advantage. They are the factors that make your organization different from
other companies offering similar products or services.
How to analyze strengths?
When looking at organizational capability, the following should be considered:
Adaptability
How quickly can your organization adapt to changing circumstances? How much
flexible it can (or can not) be, given both internal and external factors?
Expansion (Growth)
Can your organization continue to grow in the market, or is your market saturated? (Exists
whether the "ceiling"? Associated with regional location or demographic characteristics,
For example)
Would it be easy for your organization to enter or create new markets?
When considering the capacity of your resources, consider the following:
Availability
How easy is it to get resources (human resources, raw materials for production…) within your organization?
Superiority
What is the quality of your organization's resources?
Are they up-to-date and flexible when needed?
Distribution
How are organizational resources allocated?

Questions to help identify strengths
What does your organization do really well?
What are your assets?
What are your core competencies?
Does your organization have its own tools that differentiate you from
competitors? Could you create or develop some of them with
need?
What are the relevant competencies, talents and abilities
your employees?
How does your organization compare with your competitors?
What is your market penetration?
Is the positive effect in the culture of the organization at work
place?
How strong are your financial resources?
Examples of Strengths:
- Dedicated marketing experience
- New or innovative products or services
- Geographic location of the business
- Quality of processes and procedures
- Any other aspect of your business that adds value to your products or services

WEAKNESSES Weaknesses are factors within your control. They hinder the maintenance of competitive advantages. This

shortcomings, shortcomings and problems that need to be solved on the way to achieving the goals. Usually weaknesses
are factors that will progressively worsen unless work is done to correct them.
Weaknesses are internal obligations that stand in the way of an organization's success.
Weaknesses in the company can be solved
in several ways:
Correcting the situation
How will your organization correct this shortcoming?
Protection
Is it possible to hide your weakness from clients and
competitors until its solution is implemented?
Offensive actions
What steps can your organization take
to divert attention from weaknesses?

Questions when considering weaknesses:
What can your organization improve?
What is your organization doing poorly?
What should your organization avoid?
Where is your organization losing money?
Are customer needs fully supported based on current income?
Will customers pay more for your products or services?
Where is your company lacking resources?
Are you using the best technology?
Are there financial resources?
Are there enough employees to fulfill long-term plans?
Is there enough knowledge and competence of employees? If not, perhaps training is required?
Examples of weaknesses:
Lack of experience
Products or services undifferentiated with respect to competition
Poor quality of products or services
Bad reputation for your organization or its brand
Limited resources
Lack of managerial skills
Lack of access to skills and technology
Insufficient systematization of business processes
Slowness of deliveries
Bad location for your business

OPPORTUNITIES Opportunities are favorable external conditions that, if exploited, can positively influence your

organization. They can become your new company development tactic to increase profitability.
You can create new opportunities by reducing internal weaknesses or by transforming
existing strengths into even stronger ones.
Opportunities must be specific
These features can be used to:
marketing wars
Focus your efforts on attacking positions
weak leader
Login to new market before anyone else
cooperation
Leverage the strengths of your organization
creating a strategic alliance with the main
competitor.

Questions when considering opportunities:
Are customer needs changing and can your organization adapt to these changes?
in a timely manner?
What are the current market trends in your industry?
Is your organization responding to these trends?
Can you maintain or increase market penetration?
Are there economic changes that benefit your organization?
Are there favorable economic conditions appearing in your market?
Have you received concessions from suppliers?
Are there political or social circumstances that may affect your organization?
Is your organization ready for the changing demographics of the market?
Are you aware of changes in societal values that may affect the desirability of your products or
services?
How are advanced technologies used compared to your competitors?
Are you going to introduce new technologies that will help you stand out?
Are there existing niches where your competitors are missing?
Does your organization have a plan to enter a new market?
Do you know which niche has not been exploited so far?
Possibility examples:
- Development or formation of the market
- Mergers, joint ventures or strategic alliances
- Transition to new market segments that provide an opportunity to get more profit
- New international market
- Mergers and acquisitions among the circles of your competitors

THREATS Threat has many sources. They may come from competitors, be associated with changes in market conditions, in

economy or government.
The better you identify threats, the more effectively you will be able to position yourself and respond in a timely manner.
them react
Questions when considering threats:
Are there changes in the economy that could affect your business?
Can your organization respond quickly to these changes?

Can your organization weather the downturn in the economy?
Will your profitability affect the improvement of the economy?
Are there political or regulatory trends that could affect your business?
Have new rules been adopted that could reduce the profitability of your organization?
How are your competitors reacting to these changes?
Your competitors announced new technology making your product obsolete?
Can your organization quickly respond to this and remain profitable?
Where are you vulnerable in the market?
Foreign competitors with market share?
Can you maintain or improve your position above the competition?
Does your organization influence industry trends?
Are you keeping up with the changing needs of your customers?
Are you ready to adapt to changes in your customer's demographics?
Will customers need your product or service when it changes?
How are your competitors reacting to change?

Examples of threats:

New competitor in your market
Competitor price wars
A competitor introduces a new, innovative product or service
Competitors have more opportunities in distribution channels
Introducing new or raising taxes on your products or services
Existing or potential competitors
Changes in supplier prices
State regulation
Economic changes
Bad reviews and compromising materials in the media or the press about your
organizations
Change consumer behavior negatively affecting sales
Introducing new technologies that make your products or services obsolete

General Rules for Conducting a Successful SWOT Analysis

Be realistic when developing a list of strengths and
weaknesses in your organization.
Be clear about where your organization is located
today and where it might be in the future.
Ask specific questions.
Look at your competitors and determine what
Is your organization better or worse than your competitors?
every factor.
Ultimately, aim for simplicity. Focus
on things that lie on the surface. Avoid
too deep analysis.
SWOT analysis is a subjective assessment.

1. Appointment of a person responsible for implementation
Make someone accountable for the successful completion of the analysis. It could be
third party consultant or employee of your organization. Choice
a responsible person among your organization is preferred, by virtue of being the most
high interest.
2. Goal setting
Consider why you are doing a SWOT analysis. What do you hope to achieve in
result? When conducting the analysis itself, keep your goals in mind at all times.
3. Author's choice
In order to conduct a qualitatively successful analysis, it is critical
the person performing it. Any SWOT analysis will be the final
the result is that person's personal opinion. Even if he is an interested key
organization employee. This will be just one opinion. So it might be a good idea
conducting a SWOT analysis may seem like a few stakeholders By
individually or in a group discussion.

The Seven Steps of Conducting a SWOT Analysis

4. Distribution of tasks between participants
When conducting a SWOT analysis, there can be a lot of research and information gathering. In that
If so, use separation of concerns. It will be in a good way individual
strengths of the participants.
When considering strengths and weaknesses, collect information from the capabilities of your
organizations in the following areas:
Processes and operations
Human resources
Key suppliers and/or partners
For opportunities and threats, collect information and data on external factors such as:
- Clients and Markets
- Competitive environment
- Technological changes
- Financial, social, regulatory and other risks
5. Create a safe environment
Encourage an atmosphere conducive to the free flow of information, where participants feel
that they can say what they feel without fear of being ridiculed.

The Seven Steps of Conducting a SWOT Analysis

6. View information starting from the external environment
What external events do you think would provide the greatest opportunity for
your organization in the next few years?
What external events could pose serious threats to your organization's success in
next few years?
What opportunities for your organization are you considering?
What things can improve your organization's chances of success in these areas?
What can your organization do to avoid as much as possible the situation with your most
serious potential threats?
How can you use your strengths?
Can your organization take advantage of changes in the external environment or new
circumstances?
What opportunities will become available to your organization if you eliminate the weakness in management?
Are there any internal strengths and weaknesses that can be used to
address identified opportunities and threats?
7. Analyze your organization's greatest strengths relative to your competitors
What are the biggest weaknesses you see within the organization that need to be addressed if you
want to use certain features?
Strengths can relate to the group, environment, and people.
What obstacles might get in the way of achieving your goals?
What elements in the organization need to be strengthened?
Are there weak links in the chain?

Criteria for writing a good SWOT analysis:

1. Avoid listing general statements that might
apply to any organization in your field.
2. Be specific about your strengths and weaknesses.
organizations.
3. Do not confuse the results of strengths (profit and share
market).
4. Remember that improvement is not the same as strength.
5. Avoid strengths and weaknesses that are
different aspects of the same strategy or resource.
6. Arrange the scores according to the criteria in your list of parties,
to make it understandable. Then it will be clearer why
factor is important and why it should be considered.
Add specific evidence and give numbers there,
where appropriate.

Ways to collect information for SWOT analysis

1. Conduct a short (no more than five questions) online survey of your customers. Ask them:
What most influences their decision when buying a product?
What is the biggest obstacle for them?
What would they change about your products or services if they could?
2. Talk to people in your organization.
It can be someone from some department, for example:
Customer service
Product development
Website promotion
Management staff
Anyone else with a clear picture of the competitive market
3. Study the competition by asking:
Who are they?
How do they position themselves?
What are their strengths and weaknesses?
Collect information by analyzing:
Their product brochures; their website; their blog; trade literature; professional associations; what is your sales team
hears from its customers; analyst reports; business publishing
4. Rate existing market with particular attention to:
- size
- Trends, both existing and new
- Future needs

Socio-economic development of the Kaliningrad region Report: Yu. A. Zaitseva Specialty: Economics of the company - 2015 (M) Scientific director: d.p.n. , k.e. n. , prof. Borovikova T.V.

Brief historical background 1239 - founded by the knights of the Teutonic Order; 1255 - the foundation of the capital city of Königsberg; 1535 - transformation into the Duchy of Prussia; 1701 - transformation into the Prussian kingdom; 1772 - transformed into the province of East Prussia; 1871 - became part of the united German Empire; 1919 - most of East Prussia passed to Poland; 1945 - part of East Prussia with the capital city of Koenigsberg becomes part of the USSR, the Koenigsberg region is formed; 1946 - renaming of the Kaliningrad region.

General position of the Kaliningrad region in Russia 1 – One of the top three commercial ports of the Russian Federation; 2 - Takes 1st place in the world for the extraction of amber; 3 - One of the best reactionary and tourist areas of the Russian Federation; 4 - The best investment platform in the Russian Federation (according to foreign experts); 5 - Strategic military purpose; headquarters Baltic Fleet RF (Kaliningrad, Baltiysk).

Social and economic characteristics of the Kaliningrad region Name 2011 2012 2013 2014 Population, thousand people 944, 3,950, 6,956, 2,964, 1 Number of able-bodied population, thousand people 546, 8522, 6501, 8524, 12 Natural increase / decrease per 1000 people. , ppm -1, 5 -0, 8 -0, 4 -0, 6 Average wage, rub. 18455 19911 22268 23401 Population living below the poverty line, % 12, 3 12, 8 12, 5 12, 3 Unemployment rate in the region, % 6, 7 6, 9 7, 2 6,

Social and infrastructural development in the Kaliningrad region Programs operating in the Kaliningrad region on the basis of their funding from the budget 1 - Housing programs for the population; 2 - Housing programs for military personnel; 3 - Development programs social support and infrastructure for young families; 4 - Program for the development of education in the districts of the region; 5 - Programs of cooperation in the field higher education with foreign countries; 6 - Program for the restoration of cultural objects of federal significance.

Economic characteristics of the Kaliningrad region Name 2011 2012 2013 2014 GRP, bln. rub. 247, 6,255, 2,253, 6,249, 4 Tax revenues, million rubles 30356 33478 31745 31458 Funds allocated for federal programs, million rubles 15401 11685 10745 11896 Number of SMEs, thousand 22.5 30.1 21.5 33.4 Average profitability of SMEs, % 12.4 10.1 10.5 10.3 23, 2 15, 4 Share of budget revenues from external operations, % 17, 2 15, 3 14, 4 9,

Budget expenditures of the Kaliningrad region Name Share Social sphere 51.80% Health care 13.50% Housing and communal services 16.50% Investment targets 12.30% Economic development of the region 5.90%

SWOT - analysis of the Kaliningrad region Strengths Weaknesses 1. Favorable geographical location 1. Remoteness from other regions 2. Successfully developed trade direction 2. Decline of manufacturing industries 3. Landmark social policy on youth 3. Brain drain to foreign countries 4. Development of rare crafts in the country 4. It is more profitable to sell products abroad Opportunities Threats 1. Use of investments 1. Priority - trade investments 2. Special economic zone 2. Sanctions from foreign countries 3. Foreign economic relations 3. Dependence on the policies of foreign countries 4. Become a monopoly in the industry 4. It is very difficult for the foreign market, in the Russian Federation it is unprofitable

Recommendations developed In the course of the study, the following recommendations were developed: 1 – Search for investments in the Russian Federation for rare fisheries and amber fishing; 2 - Establishing links for the sale of goods of rare crafts to foreign trade unions and organizations; 3 - Transition from a special economic zone in terms of customs privileges for exports to customs privileges for imports; 4 - Development of new tourist complexes and health resorts, targeted reception of citizens from other countries; 5 - Creation of permanent state water routes for the transportation of goods with preferential treatment.

allows you to identify and structure the strengths and weaknesses of the company's internal, as well as potential opportunities and threats that exist in the external environment

Slide 2: Why?

"SWOT-introspection", in order to understand where to move on in career development. It will help you really assess your strengths and capabilities, clearly define what points you will need to focus on. A simple technique will help you find the right solution that is adequate to the situation. Stage

Slide 3: The acronym was presented visually as a SWOT matrix by Professor Andrews

Weakness Threats Strengths Opportunities Abbreviation: Strengths - strengths Weakness - weaknesses Opportunities - opportunities Threats - threats

Slide 5: SWOT analysis

SWOT analysis can be carried out: for the company as a whole, for individual business areas, for individual markets in which the company operates,

Slide 6: SWOT analysis

before conducting a SWOT analysis, it is necessary to determine the study period, within which the interaction of the company and the external environment will be studied. It can be: the current period - the existing strengths and weaknesses of the company and the current market situation are examined, short-term perspective (traditionally, within 1-2 years, generally determined by the degree of turbulence of the environment), medium-term perspective (traditionally, within 3-5 years) , long-term perspective (forecast for more than 5 years).

Slide 7: The main stages of the SWOT analysis

"Scanning" the context" of the environment (search and identification of the main problematic trends that may affect the development of the subject). Preparation and inventory of possible actions External analysis of opportunities and threats (identification of parameters of the company's "environment" that are not available for its control, but can significantly affect its activities) Internal analysis of strengths and weaknesses (identification and analysis of controllable factors that can accelerate or slow down the development of the company in the area of interest) Planning possible actions (highlighting actions that will allow you to make the most of the strengths of the company and neutralize the weaknesses) Evaluation and selection of a strategy

Slide 8: SWOT Analysis Matrix

Slide 9: Opportunities and threats

Market opportunities are favorable changes in the external environment that put the company in a better position in the market than it is today (deterioration of the position of competitors, a sharp increase in demand, the emergence of new technologies for the production of your products, an increase in the income level of the population, etc.) Opportunities are not all opportunities that exist in the market, but only those that the enterprise can use to gain an advantage. Market threats - events, the occurrence of which may have an adverse effect on your enterprise (entry of new competitors to the market, tax increases, changes in customer tastes, a decrease in the birth rate, etc.)

Slide 10: Opportunities and Threats

Competition factors (the number of your main competitors, the presence of substitute products on the market, the height of entry and exit barriers to the market, the distribution of market shares among the main market participants, etc.) Demand factors (market capacity, the rate of its growth or contraction, the structure of demand for your company's products, etc.) Sales factors (it is necessary to pay attention to the number of intermediaries, the presence of distribution networks, the conditions for the supply of materials and components, etc.) Economic factors (the exchange rate of the ruble (dollar, euro), inflation rate, change in the income level of the population, the tax policy of the state, etc.) Political and legal factors (the level of political stability in the country, the level of legal literacy of the population, the level of law-abidingness, the level of corruption of the government, etc.) Scientific and technical factors (the level of development of science , the degree of introduction of innovations (new products, technologies) into industrial production, the level of state support for the development of science, etc.) population, etc.) Socio-cultural factors (traditions and system of values of society, the existing culture of consumption of goods and services, existing stereotypes of people's behavior, etc.) Natural and environmental factors (climatic zone in which your company operates, state environment, public attitude to environmental protection, etc.) International factors (the level of stability in the world, the presence of local conflicts, etc.)

Slide 11: Opportunity Matrix

Slide 12: Threat Matrix

Slide 13: strengths and weaknesses

The strengths of the enterprise - something that it excels in or some feature that gives you additional features. Strength can lie in your experience, access to unique resources, advanced technology and modern equipment, highly qualified staff, high quality of your products, brand awareness, etc. Weaknesses are the absence of something important for the functioning of the enterprise or something that has not yet been possible in comparison with other companies and puts it in an unfavorable position (too narrow a range of manufactured goods, a bad reputation of the company in the market, lack of funding, low level of service, etc.). .p.) Strengths and weaknesses should be considered in relation to competitors.

Slide 14: Expanded matrix

Slide 15: Expanded matrix

OPPORTUNITIES 1. Emergence of a new retail network 2. etc. THREATS 1. Emergence of a major competitor 2. etc. STRENGTHS 1. High quality products 2. 3. etc. 1. How to seize opportunities Try to become a supplier of the new network by focusing on the quality of our products 2. How to reduce threats Keep our customers from switching to a competitor by informing them of the high quality of our products WEAKNESSES 1. High production cost 2 3. etc. 3. How to overcome weaknesses at the expense of opportunities In the new network, find a buyer ready to buy at the proposed price 4. The biggest dangers for the company An emerging competitor can offer the market products similar to ours, at more low prices

Slide 16: Purpose of the analysis

What to do Areas that combine advantages and opportunities How to fight Areas where the company has advantages but threats What to eliminate Areas where the company has weaknesses and serious threats What to develop Areas where the use of opportunities is limited by the weaknesses of the company

Last presentation slide: SWOT analysis: Advantages and disadvantages of the method

Advantages Disadvantages Simplicity Insufficient instrumentation: it is not very clear what to do with the received lists Gives many options for the development of events There are no selection criteria from the list of options