Improvement of the methods of assessing the influence of external factors on the strengths and weaknesses of the enterprise

¹ Kyiv National Economic University named after Vadym Hetman, 54/1 Peremogy Ave, Kyiv, 03057, Ukraine
² Odessa National Economic University, 8 Preobrazhenskaya Str., Odessa, 65082, Ukraine

^* e-mail: yuralm@ukr.net
^** e-mail: tishcov_b@ukr.net
^*** e-mail: oksp@ukr.net
^**** e-mail: derbv@kneu.edu.ua
^† e-mail: alexeyGostrik@gmail.com

Abstract

In the article considered the issues of constructing a classic SWOT analysis matrix, forming a list of key factors of the external and internal environment to assess the degree of their impact on the activities of real enterprises of Ukraine, improving the method of conducting SWOT analysis through the use of scientifically based scales and indicators. The thesis justified that SWOT analysis and other classic strategic management tools are conceptually described, and their use causes many approaches to their mathematical formalization and use. We propose our own approach to quantifying the strengths and weaknesses of the enterprise, external threats and opportunities at the main ten stages. The focus is on step-by-step calculation of integrated indicators for the main groups of SWOT analysis and their qualitative interpretation. Examples of implementation of SWOT analysis for a real enterprise are given. The company’s strengths and weaknesses were identified. External capabilities and threats were analyzed. To assess the importance of indicators, a pairwise comparison technique was used, which provides for the estimation of indicators based on the average geometric value according to T. Saati. This made it possible to prioritize factors within the SWOT analysis methodology. Four quadrants are filled at the intersection of strengths/weaknesses, opportunities/threats and four types of potential strategies for the enterprise are described in the field defining: guidelines for the strategic development of the company; strategic advantages of the company; guidelines for the internal transformation of the enterprise; Limiting strategic development. Using a quantitative approach made it possible to build a SPACE matrix of strategy selection.