Here is an analysis presentation using an example. Swot analysis, application features and methodology

Step 1. Make a list of factors for the clinic's success in the market Write down all the factors that, in your opinion, affect the success of the clinic in the market.
Next, prioritize the factors:
Red - have a strong impact on profits.
Blue – average power of influence.
Green – weak power of influence.
Example:
1. Qualification of medical personnel
2. Qualification of the administrative apparatus (managers, managers, administrators, etc.)
3. Technological equipment
4. Pricing policy
5. Location
6. Service level
7. Clinic brand awareness
8. Loyalty level
9. Staff doctors
10. Availability of unique services
11. Comprehensiveness of services
12. Range of services
13. Expense level
14. Marketing budget
15. Marketing activity and promotion methods
16. High level of free working capital
17. Value for money

Step 2. Determine the strengths and weaknesses of the clinic

1.
Create a table like this:
2. In the “Success Factors” column, enter the factors highlighted in red. In the columns “Your clinic” and competitors
Briefly describe the status of these factors. Rate the advantages of your clinic and competitors by rating from one to three
"+". Same with disadvantages, only you need to put “-”. Example:

Step 3: Identify threats and opportunities for the clinic

To quickly find opportunities and threats for your SWOT analysis, answer the following questions:
1. What factors can increase healthcare sales and profits?
2. What are the trends and changes in the market, the needs of the target audience, government and legal
market regulation, the economic situation in the country can reduce sales and profits?
Let's look at an example of threats and opportunities for a pediatric multidisciplinary clinic.

Step 4. Compile a SWOT ANALYSIS table

At this stage, we need to structure all the collected information. To do this, we will list all found
factors in the table in descending order of importance. We transfer factors with a “+” sign to the “Strengths” sector. IN
sector “Weaknesses” with a “-” sign Also in descending order of importance. That is, you must determine what
influences the clinic’s profit to a greater extent, and which to a lesser extent.

Step 5. Preparing SWOT ANALYSIS Conclusions

At this point, answer the questions below. The answers will tell you the direction of further action.
Questions:
1. Take another look at your strengths and decide which advantage could become your main one?
Answer: medical staff without reference to specific individuals. The choice in favor of this advantage was made for several reasons: 1.
The quality of medical services depends primarily on the doctor. The patient will be able to gain confidence in the clinic if he is sure that there
First-class doctors work. The patient first thinks about the specialist and only then about the technological equipment. 2. Exactly
the medical staff has become one of the clinic’s strongest points 3. The clinic does not employ part-time workers 4. There are rare doctors on staff
specialties (unique for the market where the clinic operates) 5. Referral to consolidation of the best specialists in the clinic 6. Course on
close interaction between doctors of different specialties when providing care to the patient.
2. Describe ways to develop a company's capabilities using product strengths
Answer: Medical staff, solid technological equipment, a good level of service and a stable increase in patient loyalty indicate
to the great potential of the clinic. Setting up all business processes, incl. Their automation, combined with the benefits, will allow the clinic
enter new markets. The high level of qualifications of administrative personnel will allow the rapid introduction of integrated systems
clinic management and patient relations
3. Describe how weaknesses can be transformed into strengths?
Answer: 1. Pricing policy. The prices in the clinic are the highest on the market, but in the field of medical services, price competition does not work.
The patient does not attach importance to the price when seeing the significant value of the service. Therefore, this weakness can become a strength if you invest
resources for marketing promotion and sales training for administrators and doctors. 2. Marketing activity. Constant turnover
among promotion specialists. There is no promotion strategy or tactics; events are carried out spontaneously. This part may become
A strong point is if you start planning marketing activities and building a promotion program based on analysis.
3.Professional development of personnel. Create training centers for administrators and doctors.
Required to attend necessary events, consider a system for reimbursement of expenses.
4. Describe how threats can be converted into opportunities for growth?
Answer: 1. The emergence of a large clinic on the market. The scale of the new competitor means that there is already a lot of negative information on the Internet
information about the clinic. This means we can rely on strengthening the service and positive reputation in the online and offline environment. 2.
Declining birth rate. This threat cannot be compensated for. 3. Decrease in purchasing power. This means that people don't
are willing to spend money on things and services that are not essential. But health prevention in our country is not yet the first
necessity, therefore various stimulating measures are inevitable. During this period, the clinic’s profit may fall, but
but recognition, fame and loyalty to the brand will increase, which will have a positive impact
on profits in the long term.
5. How to realize opportunities and neutralize threats in a short time? Develop a system of regular
improving service and professional development of employees. Standardize and automate business processes. Develop
implementation program indicating implementation deadlines and required resources. Allow time for “testing” innovations, in parallel
start collecting information about the new market, conduct an analysis and forecast the prospects for the new clinic.

SWOT analysis in general does not contain economic categories, therefore it can be applied to any organizations, individuals and countries to build
strategies in a variety of areas of their activities.
SWOT analysis is the basis
- to create an objective view of the organizational
enterprise structure
- to set priorities and possible options
actions depending on the way the 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 to best stand out among
competitors offering similar services or services.
A SWOT analysis will help you 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 advantages and distinctive features of your
company: everything 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 weaknesses within the organization. It's a shortage
resources or competencies that may reduce performance.
When developing this list, both organizational and
user perspectives.
O (Opportunities) - Opportunities
These are the main external factors that could provide your
organization competitive advantage. These are the factors that your
a company can use to become more successful.
T (Threats) – Threats (risks)
These are the main unfavorable external circumstances that can
hinder 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 organization:
- Corporate culture
- Availability and accessibility of resources
- Company reputation
- Efficiency in completing tasks
- Operational potential
- Brand recognition
- Market share
- Financial resources
- Patents or trade secrets
- Key employees
2. From clients:
- 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 can have an impact on

the organization's ability to succeed and provide 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 examine 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 side of economic prerequisites:
- Changes from an economic point of view
Political/Regulatory Background:
- Legal changes in your industry (legislative acts (laws)
- Political changes that may affect your industry
- Regulatory changes that may impact your industry
- Changes in the tax system and law
Social prerequisites:
- Socio-cultural changes in the market
- Demographic changes
- Overall 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 differentiate your organization from
other companies offering similar products or services.
How to analyze strengths?
When looking at organizational capabilities, the following must be considered:
Adaptability
How quickly can your organization adapt to changing circumstances? How much
can it (or cannot) be flexible, taking into account both internal and external factors?
Expansion (Growth)
Can your organization continue to grow in the market or is your market oversaturated? (Exists
is there a “ceiling”? Related to 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 obtain resources (personnel, raw materials for production...) within your organization?
Superiority
What is the quality of your organization's resources?
Are they modern 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 proprietary tools that differentiate you from
competitors? Could you create or develop some of them if
necessary?
What relevant competencies, talents and abilities do they have?
your employees?
How does your organization compare to your competitors?
What is your market penetration?
Is there a positive effect in the organization's culture at work?
place?
How strong are your financial resources?
Examples of Strengths:
- Specialized 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 interfere with maintaining competitive advantage. This

shortcomings, shortcomings and problems that need to be solved on the way to achieving goals. Typically, weaknesses
- these are factors that will progressively worsen unless work is done to correct them.
Weaknesses are internal liabilities that stand in the way of an organization's success.
The shortcomings in the company can be solved
in several ways:
Correcting the situation
How will your organization correct this deficiency?
Protection
Is it possible to hide your weakness from clients and
competitors, its solution has not yet been implemented?
Offensive actions
What steps can your organization take?
to divert attention from weaknesses?

Questions to consider when considering weaknesses:
What can your organization do better?
What does your organization do poorly?
What should your organization avoid?
Where is your organization losing money?
Are customer needs fully supported based on current revenue?
Will customers pay more for your products or services?
Where is your company lacking resources?
Are you using the best technology?
Are there enough financial resources?
Are there enough employees to meet long-term plans?
Do employees have enough knowledge and competencies? If not, perhaps training is required?
Examples of weaknesses:
Lack of experience
Products or services that are undifferentiated in relation to competition
Poor quality of products or services
Poor reputation for your organization or its brand
Limited resources
Lack of management skills
Lack of access to skills and technology
Insufficient systematization of business processes
Slow deliveries
Poor location for your business

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

organization. They can become your new company development tactics to increase profitability
You can create new opportunities by reducing internal weaknesses or by transforming
existing strong ones into even stronger ones.
Opportunities must be specific
These features can be used to:
Marketing wars
Concentrate your efforts on attacking positions
weak leader
Enter a new market before anyone else
Cooperation
Leverage your organization's strengths
creating a strategic alliance with the main
competitor.

Questions to consider 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 emerging in your market?
Have you received any concessions from suppliers?
Are there political or social circumstances that may affect your organization?
Is your organization ready for market demographic changes?
Are you aware of changes in social values that may affect the desirability of your products or
services?
How is advanced technology 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 until now?
Examples of features:
- Development or formation of the market
- Mergers, joint ventures or strategic alliances
- Transition to new market segments that provide the opportunity to earn more profit
- New international market
- Mergers and acquisitions among your competitors' circles

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

economics or public administration.
The better you identify threats, the more effectively you can position yourself and respond in a timely manner.
them to react
Questions to consider 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 withstand an economic downturn?
Will your profitability affect the improvement of the economy?
Are there political or regulatory trends that could impact your business?
Have new regulations been adopted that could reduce your organization's profitability?
How are your competitors reacting to these changes?
Your competitors have announced new technology that makes your product obsolete?
Can your organization respond quickly and remain profitable?
Where are you vulnerable in the market?
Foreign competitors with market share?
Can you maintain or improve your position above your competitors?
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 demographics?
Will customers need your product or service if the changes occur?
How are your competitors reacting to change?

Examples of threats:

New competitor in your market
Competitors' price wars
A competitor introduces a new, innovative product or service
Competitors have greater opportunities in distribution channels
Introducing new or increasing taxes on your products or services
Existing or potential competitors
Changes in supplier prices
Government regulation
Economic changes
Bad reviews and compromising materials in the media or press about your
organizations
Changes in consumer behavior negatively impacting sales
Introduction of 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 of 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 competitors in terms of
to each factor.
Ultimately, strive for simplicity. Make an accent
on things that lie on the surface. Avoid
too deep analysis.
SWOT analysis is a subjective assessment.

1. Appointment of the person responsible for implementation
Make someone accountable for the success of the analysis. It could be
a consultant from a third party or an employee of your organization. Choice
responsible person among your organization is preferable, due to his most
high interest.
2. Goal setting
Think about the purpose for which you are conducting a SWOT analysis. What do you hope to achieve in
result? While conducting the analysis itself, keep your goals in mind at all times.
3. Author's choice
For a good quality analysis, it is crucial
the person performing it. Any SWOT analysis will ultimately represent
The result is the personal opinion of that person. Even if he is an interested key
employee of the organization. This will be just one opinion. So it might be a good idea
seem to conduct a SWOT analysis by several stakeholders on
individually or in a group discussion.

Seven Steps to Conducting a SWOT Analysis

4. Distribution of tasks between participants
Conducting a SWOT analysis can involve a lot of research and information gathering. In that
case, use separation of concerns. This would be a good way to use individual
strengths of the participants.
When considering strengths and weaknesses, gather information from your capabilities
organizations in the following areas:
Processes and Operations
Human resources
Key suppliers and/or partners
For opportunities and threats, collect information and data about 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.

Seven Steps to Conducting a SWOT Analysis

6. View information starting from the external environment
What external events do you think will provide the greatest opportunity for
your organization in the next few years?
What external events could pose significant threats to your organization's success in
next few years?
What opportunities are you considering for your organization?
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 be available to your organization if you address governance weaknesses?
Do you have 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 prevent you from 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 may
apply to any organization in your field.
2. Be specific about your strengths and weaknesses
organizations.
3. Don't 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. Rank the criteria on your list of parties,
to make it understandable. Then it will be clearer why
factor is important and why it should be considered.
Add concrete evidence and put numbers there,
where appropriate.

Methods of collecting information for SWOT analysis

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

alternative strategic objectives

Completed by: Khrapova O. Kozhemyakina E.

In order to get a clear assessment of the company's strengths and the market situation, there is a SWOT analysis. SWOT analysis is the determination of the strengths and weaknesses of an enterprise, as well as the opportunities and threats emanating from its immediate environment (external environment). SWOT analysis consists of:

- Strengths - advantages of the organization;

Weaknesses - shortcomings of the organization;

Opportunities - factors of the external environment, the use of which will create advantages for the organization in the market;

Threats are factors that could potentially worsen an organization's position in the market.

The use of SWOT analysis allows you to systematize all available information and, seeing a clear picture, make informed decisions regarding the development of the enterprise. The SWOT analysis table and identified alternative strategic objectives are necessary for further analysis, selection of an enterprise development strategy and selection of a preferred marketing strategy. SWOT analysis emphasizes that the strategy should combine the internal capabilities of the enterprise and the external situation as best as possible.

We will conduct a SWOT analysis of the LLC enterprise

"Coca Cola"

Based on the above analysis, we can draw conclusions about the development potential of the Coca-Cola distributor, which lies in eliminating weaknesses, skillfully using opportunities and taking into account threats. Thus, in order to attract new customers from the retail store segment, the following recommendations are possible:

1) Strengthen weaknesses:

Apply new methods of promoting our services, that is, find new sales channels, having previously eliminated disruptions in the supply of commercial equipment;

Enterprise employees should be sent to improve their skills.

2) Use the possibilities:

It is best to use the opportunity to install commercial equipment to attract new customers and thereby eliminate competing manufacturing companies from sales channels;

Reduce the number of unemployed.

3) Eliminate threats:

Product - more carefully prepare distributor personnel and proposals for customers; in the future, it is possible to search for new product groups that do not overlap with the current ones to offer to the market, in order to avoid the dependence of a single supplier.

Eliminate competition in the production of mineral water, produce your own mineral water.

According to the SWOT analysis, it is possible

conclude that the company LLC

Coca-Cola occupies a high position in this market, has strengths and strives to eliminate all types of threats. To choose the current marketing strategy of an enterprise, you must first determine the overall strategy of the enterprise

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

Slide 2: For what?

“SWOT self-analysis” in order to understand where to move next in career development. It will help you really assess your strengths and capabilities, clearly determine 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 by Professor Andrews in the form of a SWOT matrix

Weakness Threats Strengths Opportunities Abbreviation: Strengths Weakness Opportunities 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 period under study, within which the interaction of the company and the external environment will be studied. This could 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 environmental turbulence), medium-term perspective (traditionally, within 3-5 years) , long-term perspective (forecast for more than 5 years).

Slide 7: Main stages of SWOT analysis

“Scanning” the context” of the environment (searching for and identifying the main problematic trends that can 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 to 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 company’s development in the area of interest) Planning possible actions (selecting actions that will make the most of the company’s strengths and neutralize the weaknesses) Evaluating and choosing a strategy

Slide 8: SWOT Analysis Matrix

Slide 9: Opportunities and threats

Market opportunities are favorable changes in the external environment that put the enterprise in a better position in the market than it is today (deterioration of competitors' positions, sharp increase in demand, emergence of new technologies for the production of your products, increase in the level of income of the population, etc.) Not all are opportunities opportunities that exist in the market, but only those that the enterprise can use to gain an advantage. Market threats are events the occurrence of which may have an adverse impact on your company (new competitors entering the market, rising taxes, changing customer tastes, declining birth rates, 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 barriers to entry and exit from the market, the distribution of market shares between the main market participants, etc.) Demand factors (market capacity, the rate of its growth or contraction, structure of demand for the products of your enterprise, etc.) Sales factors (it is necessary to pay attention to the number of intermediaries, the presence of distribution networks, conditions of supply of materials and components, etc.) Economic factors (ruble exchange rate (dollar, euro), inflation rate, changes in the level of income of the population, 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 government corruption, etc.) Scientific and technical factors (the level of development of science , the degree of introduction of innovations (new goods, technologies) into industrial production, the level of government support for the development of science, etc.) Socio-demographic factors (size and age-sex structure of the population of the region in which your enterprise operates, birth and death rates, employment levels population, etc.) Socio-cultural factors (traditions and value system 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 enterprise operates, condition environment, public attitude towards environmental protection, etc.) International factors (level of stability in the world, presence of local conflicts, etc.)

Slide 11: Opportunity Matrix

Slide 12: Threat Matrix

Slide 13: Strengths and weaknesses

The strengths of a business are what it excels at or some feature that gives you additional opportunities. Strength may lie in existing experience, access to unique resources, the availability of advanced technology and modern equipment, highly qualified personnel, high quality of your products, recognition of your brand, etc. Weaknesses are the absence of something important for the functioning of the enterprise or something that is not yet successful in comparison with other companies and puts them in an unfavorable position (too narrow range of products, poor reputation of the company in the market, lack of financing, low level of service, etc. .p.) Strengths and weaknesses must 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 take advantage of opportunities Try to become one of the suppliers of the new network, focusing on the quality of our products 2. How to reduce threats Keep our customers from switching to a competitor by informing them about the high quality of our products WEAKNESSES 1. High cost of production 2 3. etc. 3. How to overcome weaknesses through opportunities In a new network, find a buyer ready to buy at the offered price 4. The biggest dangers for the company An emerging competitor can offer the market products similar to ours at lower prices

Slide 16: Purpose of analysis

What to do Areas in which advantages and opportunities are combined What to fight Areas in which the company has advantages, but there are threats What to exclude Areas in which the company has weaknesses and there are serious threats What to develop Areas in which the use of opportunities is limited by the company’s weaknesses

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

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

Slide 2

SWOT ANALYSIS

1965, Harvard Business School

Slide 3

“Joining” the internal and external environment A tool for comprehensive analysis of internal and external factors Comparative analysis Wide range of uses

Slide 4

Strengths are the resources and abilities of a company that are essential for the implementation of its strategy, in which it is superior to its competitors. Weaknesses are the resources and abilities of a company that are essential for the implementation of its strategy, in which it is inferior to its competitors. Opportunities are conditions in the external environment that can help the company successfully implement its strategy. Threats are such conditions in the external environment. that may hinder a company's efforts to successfully implement its strategy

Slide 5

SWOT analysis matrix Main stages of analysis: primary and element-by-element Problems: all factors are taken into account; “what is what” SWOT matrix. S–strengths O–opportunities W–weaknesses T–threats

Slide 6

Extended SWOT analysis (SWOT strategies) O – opportunities T – threats S-strengths SO ST W- weaknesses WO WT

Slide 7

St. Petersburg State University Graduate School of Management SWOT – analysis of the Astoria Hotel.

Slide 8

Tasks and goals of the work

The purpose of this work is to conduct a SWOT analysis of Astoria Hotel. SWOT analysis will determine the real strategic position of the company and show whether the strategy corresponds to real opportunities and position in the relevant market. As a result of the work, strengths and weaknesses, opportunities and threats of the external environment will be highlighted. As a result, possible hotel development strategies will be proposed.

Slide 9

Matrix of primary SWOT analysis

Strengths Service standards since the Astoria hotel is part of the Rocco Forte Hotels chain. Developed hotel infrastructure. Unique hotel atmosphere. Team spirit, common values among staff. Unique hotel location. Historical value of the hotel. Weaknesses Russian mentality of personnel, which interferes with the service sector. Insufficient application of soft management technologies. Insufficient promotion of the hotel using marketing tools. Insufficient positioning in the business segment.

Slide 10

Matrix of primary SWOT analysis

Opportunities Increasing attractiveness of St. Petersburg as a European capital. People's interest in unusual phenomena (the unique phenomenon of “white nights”). Government investment in the hotel business. Innovative programs to attract tourists. Attracting a new group of customers, such as city residents. Threats Weak labor market and lack of experienced personnel. Legislation complicating the development of the hotel business. Undeveloped urban infrastructure. Possible aggravation of foreign policy relations Business with seasonal fluctuations. Reconstruction of the seaport and attracting a large flow of “one-day” tourists. The arrival of new players to the market.

Slide 12

WO Concluding agreements with major Western tour operators to promote hotel programs in the international tourism market. Organization of a Training Center for lower-level personnel. Development of staff retention programs and effective motivation packages. Development of a special program to study the expectations of hotel customers.

Slide 13

ST Creating your own training center for maids. Development of 5-day (or more) programs for tourists. Developing relations with large business centers in order to attract the Russian part of business people (accommodation, round tables, seminars, etc.) WT Together with the Employment Committee, creating programs for retraining undemanded categories of workers for the needs of the hotel

Slide 14

Results of SWOT analysis

The company occupies a stable position in the market and has a fairly high share in it. The company has a large number of strengths, but there are also weaknesses that should be paid attention to. Taking advantage of opportunities to translate into strengths. The external environment of the company is contradictory in many ways; it provides great opportunities, but also poses threats. Their constant monitoring is required. Subject to forecasting the market situation and choosing the right development strategy, the hotel will only strengthen its position in the future.

Slide 15

Problems of SWOT analysis:

Have all factors been taken into account? What is what? Doesn't give specific answers (basis!) More like a reaction

Slide 16

Analysis of the “Five Forces of Competition”

M. Porter, 1980

Slide 17

General characteristics:

Application of microeconomics in the analysis of firm strategies Five forces of competition in an industry Assessing the attractiveness of an industry A basis for developing competitive strategies

Slide 18

Threat of new competitors (new entrants). How easy or difficult it is for new entrants to start competing, what barriers exist. Threat of emergence of substitute products. How easy it is to replace a product or service, in particular, to make it cheaper. Market power of buyers. How strong is the buyer's position? Can they jointly order large volumes? Market power of suppliers. How strong is the position of sellers? Are there many potential suppliers or only a few – a monopoly? The level of intensity of rivalry between existing players (rivalry). Is there strong competition between existing players? Is there a dominant player or are everyone equal in strength and size?

Slide 19

Scheme of industry competition analysis:

Threat of substitute products Bargaining power of customers Bargaining power of suppliers Threat of new competitors Substitutes Competitors Rivalry between incumbents Potential competitors Suppliers Customers

Slide 20

Threat of new competitors coming:

Economies of scale Capital investment required Lack of access to technology Unavailability of distribution channels Consumer commitment Legislation and government activities Lack of learning effect

Slide 21

Threat from substitute products:

Replacement of a product with a product Replacement of a need Replacement of a product category

Slide 22

Threat from substitute products (2):

Availability and accessibility of substitutes Competitiveness of substitutes in terms of quality and other characteristics Consumer costs when switching to a substitute: - higher price - need for new (additional) equipment - testing time - moral costs

Slide 23

Bargaining power of suppliers:

Concentration of suppliers High switching costs to another supplier Possibility of direct competition between the supplier and the buyer

Slide 24

Bargaining power of buyers:

Concentration of buyers Low switching costs Threat of takeover of the supplier by the buyer

Slide 25

Competitors:

Level of concentration High barriers to exit from the industry Product differentiation Industry life cycle

Slide 26

Porter's model. Answers on questions:

Is the industry attractive compared to others? What factors in the macroenvironment influence the forces of competition? Can these forces change? How? Where do our main competitors stand relative to these forces? How can you influence the forces of competition?

Slide 27

Driving forces of industry change:

Development of the Internet and e-commerce Growing globalization Changes in the economically efficient size of the firm New role of the time factor in competition Increase (decrease) in demand for standard goods Changes in government policy and regulation Changes in social values and norms of life

Slide 28

Problems:

Industry factors account for less than 20% of inter-industry differences in profitability The Industry Definition Problem

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