Фактори впливу та методи їх дослідження в процесі стратегічного аналізу
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Date
2024
Journal Title
Journal ISSN
Volume Title
Publisher
Видавничий дім «Гельветика»
Abstract
UKR: Метою статті є удосконалення стратегічного аналізу з урахуванням сучасних тенденцій розвитку суб’єктів господарювання. В статті визначено сутність стратегічного аналізу як комплексного дослідження стану зовнішнього та внутрішнього середовища підприємств. Виділено та охарактеризовано основні підсистеми внутрішнього середовища, до яких відносяться: маркетинг, інновації, фінанси, виробництво, персонал та управління. Зовнішнє середовище розглянуто у складі двох підсистем: дальнє зовнішнє середовище і ближнє зовнішнє середовище. Визначено доцільні аналітичні напрямки дальнього зовнішнього середовища: демографічний, економічний, природньо-географічний, техніко-технологічний, політичний, соціокультурний, міжнародний. Основними складовими ближнього зовнішнього середовища є: конкуренти, постачальними, споживачі, маркетингові посередники, фінансово-кредитні інститути. Наведено порівняльну характеристику специфічних методів стратегічного аналізу: PEST, SWOT, SPAcE, SOAR тощо. Виконані дослідження сприятимуть підвищенню об’єктивності та якості стратегічного аналізу.
ENG: Complex and dynamic socio-economic conditions necessitate the continuous development of theories and methodological frameworks for strategic management to substantiate the selection of an enterprise's development strategy. This article aims to enhance strategic analysis by identifying its contemporary features and methods of implementation. The essence of strategic analysis is defined as a comprehensive study of the state and development prospects of the external environment to identify opportunities and threats to an enterprise’s activities, as well as internal factors representing its strengths, which can mitigate adverse trends in the external environment, and problematic aspects (its weaknesses) for timely resolution of their negative impacts. The article identifies and characterizes the main subsystems of the internal environment, including marketing, innovation, finance, production, personnel, and management. The external environment is analyzed through two subsystems: the remote external environment and the proximate external environment. The approaches of various scholars to delineate the components of these subsystems are reviewed, their analysis is conducted, and appropriate levels of strategic analysis under modern conditions are determined. It is noted that in analyzing the remote external environment, the following analytical directions are appropriate: demographic, economic, natural-geographical, technological, political, sociocultural, and international. The primary components of the proximate external environment include competitors, suppliers, consumers, marketing intermediaries, and financial-credit institutions. The article provides a comparative analysis of specific methods of strategic analysis, including PEST, SWOT, SPACE, Porter’s Five Forces, industry analysis, and SOAR. Their common features and distinctive characteristics are identified, enabling the selection of the most appropriate method depending on the objectives and conditions of the analysis. The research conducted and the results obtained contribute to improving the quality of strategic analysis outcomes, enhancing the rationale for setting strategic objectives for enterprises, and defining strategies to achieve them. Keywords: strategic analysis, factors of influence, external environment, internal environment, methods of strategic analysis, objectives, strategy.
ENG: Complex and dynamic socio-economic conditions necessitate the continuous development of theories and methodological frameworks for strategic management to substantiate the selection of an enterprise's development strategy. This article aims to enhance strategic analysis by identifying its contemporary features and methods of implementation. The essence of strategic analysis is defined as a comprehensive study of the state and development prospects of the external environment to identify opportunities and threats to an enterprise’s activities, as well as internal factors representing its strengths, which can mitigate adverse trends in the external environment, and problematic aspects (its weaknesses) for timely resolution of their negative impacts. The article identifies and characterizes the main subsystems of the internal environment, including marketing, innovation, finance, production, personnel, and management. The external environment is analyzed through two subsystems: the remote external environment and the proximate external environment. The approaches of various scholars to delineate the components of these subsystems are reviewed, their analysis is conducted, and appropriate levels of strategic analysis under modern conditions are determined. It is noted that in analyzing the remote external environment, the following analytical directions are appropriate: demographic, economic, natural-geographical, technological, political, sociocultural, and international. The primary components of the proximate external environment include competitors, suppliers, consumers, marketing intermediaries, and financial-credit institutions. The article provides a comparative analysis of specific methods of strategic analysis, including PEST, SWOT, SPACE, Porter’s Five Forces, industry analysis, and SOAR. Their common features and distinctive characteristics are identified, enabling the selection of the most appropriate method depending on the objectives and conditions of the analysis. The research conducted and the results obtained contribute to improving the quality of strategic analysis outcomes, enhancing the rationale for setting strategic objectives for enterprises, and defining strategies to achieve them. Keywords: strategic analysis, factors of influence, external environment, internal environment, methods of strategic analysis, objectives, strategy.
Description
С. Довбня: ORCID 0000-0002-0669-1522; Р. Пономаренко: ORCID 0009-0005-5183-7078
Keywords
стратегічний аналіз, фактори впливу, зовнішнє середовище, внутрішнє середовище, методи стратегічного аналізу, цілі, стратегія, strategic analysis, factors of influence, external environment, internal environment, methods of strategic analysis, objectives, strategy, КЕП
Citation
Довбня С. Б., Пономаренко Р. В. Фактори впливу та методи їх дослідження в процесі стратегічного аналізу. Економіка та суспільство. 2024. № 68. DOI: https://doi.org/10.32782/2524-0072/2024-68-135.