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Нов Български Университет
Магистърски Факултет
Департамент „Икономика и бизнес администрация”

S W O T анализ – същност, полза, цели.
S W O T анализ на хипермаркет LIDL.
Курсов проект по дисциплина Мениджмънт /МВАМ 037/

Изготвил : Милена Бързакова Ф№ F50764

2009г.
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1. -------------------------------------------------
Същност.
------------------------------------------------- SWOT анализа се използва за оценка на силните и слабите страни на стратегическото положение на фирмата. Този метод е инструмент, даващ възможност да се оцени как стратегията може по-добре да съчетае силните и слабите страни на организацията, т.е. нейните възможности със ситуацията на обкръжаващата среда. Какви възможности или заплахи предоставя тя за развитието на фирмата. След като са анализирани условията на вътрешната и външната фирмена среда, трябва да бъдат формулирани алтернативни стратегии за достигането на целите на фирмата. Този анализ е важна самооценка на всяка фирма по отношение на настоящите силни страни, слабости, възможности и заплахи. Този задълбочен преглед трябва да обхваща всяка основна област от дейността на фирмата, за която е идентифицирана цел на това ръководство. Анализът на силните страни и слабостите разглежда вътрешни въпроси. Анализът на възможностите и заплахите разглежда външни въпроси. Анализът съставя в себе си изводите от стратегическите анализи на вътрешната и външната среда за определяне на силни и слаби страни на организацията, както и външните възможности и заплахи. SWOT анализа е техника, свързана с разработването на матрица. Целта е добре да се съчетаят силните и слабите страни на организацията и външните възможности и заплахи. SWOT анализ е ситуационен анализ, за разлика от дуги анализи, които използват пазарен, продуктов или някакъв друг подход. Това означава, че той трябва да бъде определен във времето, за което са поставени стратегически цели. Факторите от вътрешната и външната среда, чието време е определено е правилно при разработка на SWOT анализа (над матрицата да се изписва организацията и датата, за която се отнася). При динамичната и бързо развиваща се среда той ще бъде различен в различните периоди от време, съответстващ на стратегическите цели. Обикновено за определените с помощта на SWOT-анализа ситуации в състоянието на фирмата са подходящи следните стратегии: 2.1. ------------------------------------------------- Силни страни.
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Силните страни на фирмата се изразяват в тези нейни особености улесняващи нейното функциониране и увеличаваща конкурентноспособността й. Те биват: * добър мениджмънт от страна на президента на фирмата * добър и квалифициран персонал * лоялност към свойте клиенти * оптимално използване на материалните ресурси * лоялност към персонала на фирмата * поддържане на постоянно и високо качество на изработка на мебели * разбирателство и постоянство към доставчиците * използване на съвременни енергоикономични и екологични машини * оптимално използване на работното пространство

2.2. Слаби страни
Слабите страни на фирмата се явяват в, особености възпрепятстващи нейното пълноценно функциониране по един или друг начин. Те са: * недостатъчна популярност на фирмата и нейната продукция * необходимост от подобряване на квалификацията на някои кадри от персонала * частични проблеми в планирането на производствения процес

2.3. Възможности
Благоприятните възмoжности за фирмата са тези обстоятелства от обкръжаващата външна среда спомагащи за постигането на целите на фирмата. Те биват: * благоприятното разположение на фирмата в близост до складове за дървен материал * канал за дистрибуция на фирмената стока в чужбина * следене не тенденцийте на желаните мебели на пазара

2.4. Заплахи
Заплахите са настоящите или бъдещи условия или промени в околната среда, които въздействат или ще въздействат върху дейността на фирмата. Това са: * засилване на качеството на продукцията от страна на конкурентните фирми. * сезонно намаляване на търсене на продукцията в дървообработваемия отрасъл * вероятност от увеличаване на цените от страна на доставчиците, което се отразява на цената на крайния продукт.

Резултатите на този анализ ясно ще покажат областите, в които фирмата е готова за износ и областите, в които има нужда от подобрения. Много е важно оценката на вашата дейност да бъде възможно най- безпристрастна и честна. Ще бъде сериозна грешка на този етап да преувеличавате силните страни и възможностите и да омаловажавате слабостите и заплахите.

2.5. ------------------------------------------------- Полза от SWOT анализа
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Подробното изписване на всички посочени елементи в него, което позволява да се направи оценка на ситуацията. Прилага се при всички управленски решения, в т.ч. стратегически. Има важно значение при оценка на дейността на организацията, определяне на текуща стратегическа позиция и избора на стратегия. С него се определят конкурентните предимства и ключовата уязвимост на организацията.
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2.6. -------------------------------------------------
Цел на SWOT анализа
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Максимизиране на лявата част на матрицата (силни страни и външни възможности) и минимизиране на дясната (слаби страни и заплахи) чрез избора на стратегия. * Силни страни - съществуващи позитивни фактори в компанията които благоприятстват реализирането на мисията на компанията (завоювани пазарни позиции, висока квалификация на персонала, регистрирани патенти и други обекти на интелектуалната собственост, които осигуряват уникалност и високо качество на продукцията и др ). * Слаби страни - съществуващи негативни вътрешни фактори от гледна точка реализацията на мисията на компанията (ниско ниво на продажбите, недостиг на финансови ресурси за инвестиции, ниско ниво на оперативния мениджмънт, недостатъчна квалификация на част от персонала, отсъствие на система за стимулиране, мотивираща персонала и др.). * Възможности - положителни външни фактори, които благоприятстват реализирането на мисията и конкретните цели на компанията (очертаващи се тенденции за разширяване на пазара, възможности за бърз и лесен достъп до финансови ресурси благоприятни възможности за коопериране с научно изследователски организации и др.) * Заплахи - негативни външни фактори за реализацията на мисията и текущата дейност на компанията (икономическа рецесия, висока цена на привлечени външни финансови ресурси, неблагоприятни нормативни регулации и ограничения по отношение на продуктите и услугите производствената и търговска дейност на компанията наличие на нелоялна конкуренция, лесен достъп на други фирми до бизнеса и др.)

2.7. ------------------------------------------------- Графично представяне на SWOT анализа.

Лидл

СИЛНИ СТРАНИ | СЛАБИ СТРАНИ | * Голям брой търговски обекти - над 60 в страната. * Познаване на марката; * Леснодостъпни за клиентите; * Социално отговорен бизнес; * Ниско текучество на персонала * Прилагани различни форми на плащания * Голяма клиентска база от потенциални купувачи * Централизирано снабдяване и доставки * Прилагане и на телевизионна реклама * Голям брой паркоместа | * Голям брак на бързооборотните стоки * Липса на обратна връзка с клинтите - те идват пазаруват и си тръгват. * Липса на квалифициран персонал поради сремеж за предлагане на най-ниска цена. * Липса на информация относно покупките на отделните клиенти и честотата им на пазаруване * Трудно следене на стоковите наличности. * Неадресирана реклама с информационните брошури * Липса на клиентска карта | ВЪЗМОЖНОСТИ | ЗАПЛАХИ | * Възможност от промяна на потребителските нагласи в посока към предпочитание на нашата фирма * Голямата клиентска база позволява по-лесно да се понесат трусовете в един или друг сектор на икономиката * Възможност за по-добро териториално разположение * Възможност за по-бърза реакция на промените на цените на конкурентите - рекламни брошури всяка седмица | * Голяма интензивност на конкуренцията; * Възможност от икономическа нестабилност в страната; * Заплаха от засилване на инфлацията; * Заплаха от промяна на данъчното законодателство по посока увеличение на данъците. * По-добро местоположение на конкурентите и по-добрите им цени водят до незабавен отлив на клиенти. |

Благодарение на информацията събрана от изготвянето на SWOT анализа придобиваме по-ясна представа за проблемите и пречките, стоящи пред организацията и за начина по който могат да се преодолеят. Анализът показва и силните страни, които тя притежава и на която трябва да наблегне. По тези причини SWOT анализът е важна част от управлението на една организация и е необходим за доброто й развитие.Често следваща стъпка след SWOT анализа е така нареченият Разширен SWOT анализ, в който се разглеждат различните стратегии за управление на комбинации от вътрешни и външни фактори. SWOT анализ | Вътрешна среда | | Плюсове (силни страни)
(S) | Минуси (слаби страни)
(W) | в ъ н ш н а с р е д а | Възможности
(O) | S-O-Стратегии:
Използване на възможностите за реализация на плюсовете (силните страни) | W-O-Стратегии:
Унищожаване на слабости за създаване на нови възможности | | Опасности
(T) | S-T-Стратегии:
Използване на плюсовете (силните страни) за елиминиране на опасностите | W-T-Стратегии:
Разработване на стратегии, които да не позволят слабостите да бъдат активизирани от заплахи |

Така например S-O стратегия за „Lidl” може да бъде възможност за привличане на повече клиенти чрез прилагането на различни форми на плащания, многото паркоместа и асортимента в магазина.
Възможна S-T стратегия е чрез познаването на марката и леснодостъпността на магазините на „Lidl” частично да се елиминира опасността от голяма интензивност на конкуренцията.
W-O стратегия за „Lidl” е въвеждане на клиентска карта за да се привлекат повече клиенти.

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