The list of external dangers and opportunities, Three-dimensional...

List of external hazards and opportunities

Based on the results of the analysis of the external environment, the company can make a list of the dangers that it must overcome with the least losses, and the opportunities that should be used fruitfully.

The strength of the factors is estimated by experts in the range of -5 points (strong danger) through 0 (no impact) to +5 points (strong possibility). Experts also determine the significance of each factor. Factors of one nature and one level have an equal importance, therefore the determination of the importance of factors (a) can be carried out by groups of factors, for example:

economic factors ............................................. ... 3;

political factors ............................................. ...... 1;

market factors ............................................. ............. 3;

production and technological factors ......... 3;

Competitive factors ............................................. ..... 2;

international factors ............................................. .1;

social factors ............................................. .......... 2.

A fragment of the assessment of external hazards and opportunities for a particular enterprise is presented in Table. 1.8.

The impact of the 1st group of factors About can be determined by the following formulas:

where (+ РF, (-Ру) - respectively positive (from 0 to + 5) and negative (from 0 to < strong> - 5) evaluation of the effect force of the i-th factor of the i-th group of factors, a; - significance of the 2-nd group of factors.

The results of the assessment of external hazards and opportunities can be expressed through the force of influence of a group of factors (Table 1.9).

Table 1.9. List of external dangers and opportunities. Strength of factors (example)

Factors

Dangers

Features

Economic

-20

+ 10

Political

-10

+20

Marketplace

-15

+30

Manufacturing Technology

0

+120

Competitive

20

40

International

90

0

Social

-30

+30

From the results of the evaluation of the impact force, it follows that the greatest opportunities in this example open up the full use of production-technological and competitive factors. The greatest danger for the company is represented by international factors (typical for exporting companies and TNCs). The impact of social factors is contradictory: on the one hand, there is a rather significant danger, with another

Table 1..8. Assess external hazards and opportunities for the enterprise.

Fragment: 3. Market factors (the importance of group factors is 3)

Assessing external hazards and opportunities for the enterprise.

the other side, there are no less significant opportunities. The company's management faces a difficult task - to overcome dangers and fully use the opportunities. To do this, the head of the company must possess the art of strategic management. Typical solutions are hardly possible here.

Three-dimensional matrix "Competitive status of the firm - Attractiveness of the SLC"

This matrix reflects the complexity of the actual structure of activity to a greater extent and allows making more differentiated decisions (Figure 1 . 8).

For the analysis of the structure of the company's business it is advisable to use the method of rank

The policy of improving the structure of the entrepreneurial activities of the company

Fig. 1.8. Policy to improve the business structure of the company

Analysis of indicators Competitive status of the firm (& lt; 2) and Attractiveness of SCS (R). According to the results of the assessment of the attractiveness of the SPZ and its competitive status, all the SCs are ranked according to the level of these indicators (ranks P & lt; 2 and P # are determined). The correlation coefficient of the ranks shows the tightness of the relationships of these indicators:

where РF, - the ranks of the 1st СZХ in parameters (2 and Р; п - the number of СZХ, placed in the matrix.

The correlation coefficient of ranks varies in the range from -1.0 to +1.0. Negative value of the coefficient indicates the tendency of decreasing one of the indicators while increasing the other, which in this case would indicate the irrational structure of the company's activity. The positive value of the coefficient shows the tendency of an increase in one indicator with an increase in the other, which indicates the rationality (but not yet the optimality) of the structure of activity.

The higher the attractiveness of the existing or formed SZH, the greater the funds are ready to invest the company in this zone to strengthen its positions in competition (the higher the KFR). In the ideal structure of activity, the correlation coefficient of ranks is +1.0. In the real structure of activity, such an ideal can not be achieved, because both indicators depend on many, often random factors. The optimality of the structure of activity under these conditions can be assessed by the tightness of the bonds of the ranks P3 and Pg. It can be assumed, for example, that when Cr, is equal to:

o 0.7 and above, there will be a strong link, that is, the structure of the company's operations is optimal;

o 0,4-0,7 - medium tightness of communication; this means that the structure of the company's business needs to be improved;

o below 0.4 - weak communication, the company's activities are subject to restructuring.

This approach assumes that the company has the ability to influence both the competitive status and the attractiveness of the SZH.

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