Methods of enterprise environment analysis
External environment – conditions in which the company operates. For evaluation, you can use PESTEL analysis. This is a marketing tool for long-term (3 to 10 years) planning, taking into account the influence of environmental factors. Explanation of the abbreviation of the method name:
P – Political factor. This refers to the degree of state participation in business, current social policy, and tax legislation.
E – Economic factor. To evaluate it, you need to understand the current business situation in the country. This also includes the impact of the exchange rate on business and people's income.
S – Sociocultural factor. The 99 acres database demographic influence on entrepreneurship and the attitude of society towards the specifics of the company’s work are taken into account.
T – Technological factor. The degree of influence of this development direction on business and the financial contribution of the state to the company’s work are assessed.
E – Environmental factor. The degree of impact of all business processes on the environment is taken into account. It is taken into account what natural resources are involved in the organization of work.
L – Legal factor. The requirements at the legislative level that regulate business are taken into account.
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Methods of analysis of the company's mesoenvironment
The mesoenvironment is that part of the external environment with which the organization has specific and direct interactions. To develop an effective strategy for market behavior, the company must collect detailed information about the interacting entities in order to determine the sources of their strength and weakness, and predict their possible actions in the future. One of the most effective tools for analyzing the mesoenvironment is the "5 Forces of Competition Model" .
Methods of analysis of the company's mesoenvironment
At the first stage, the main role is given to the following parameters:
existing players (competitors) and the degree of their involvement;
number of competitors in the market;
level of formation of the selected segment;
search for defects or winning positions among competitors;
information about competitors' spending.
At the second stage, the following parameters are studied :
possible obstacles when entering the market;
available start-up capital;
necessary costs for product differentiation;
research into the successful experiences of competitors;
possible obstacles when exiting the market.
The third stage involves assessing the performance of those companies that are not direct competitors , but may become so due to the elasticity of demand. Here, attention should be paid to:
the percentage of consumer loyalty to the company and its products;
the difference in price between your product and a related product;
degree of consumer competence.
At the fourth stage, the client forces are studied , which are the benchmarks for the market functioning conditions. The following parameters are analyzed:
number of consumers in the market;
volume of purchased products;
presence of buyer associations;
a variety of product range, which allows for the possibility of choosing products from different directions.
The fifth stage is the assessment of the level of work of suppliers. The parameters are as follows:
possible difficulties due to the transition from one supplier to another;
volume of purchases made;
number of available suppliers;
the relationship between the influence of supply quality on the position of the firm and its products.