INFLUENCE OF INTERNAL ENVIRONMENTAL FACTORS ON THE CHOICE OF AN EFFECTIVE DEVELOPMENT STRATEGY TELECOMMUNICATION COMPANIES

  • Violetta Alkhimova State University Intellectual Technologies and Communication
Keywords: virtual mobile operator, MVNO, mobile connection, competitive advantages, analysis of the internal environment

Abstract

The article considers the problem of assessing the effectiveness of enterprise management. The internal state of the enterprise is an important factor in the effective operation of departments, analysis of its activities helps to identify further development, assess the state of the enterprise, adjust the chosen strategy and develop recommendations for further effective development of the enterprise. A number of tasks that need to be solved to achieve this goal are outlined: analysis of the internal environment, by quantifying internal factors and conducting SNW-analysis. It should be noted that the analysis of internal environmental factors can be considered as a set of methods, capabilities, sources and resources that can change the company's position and provide an opportunity to take a leading position in the market. The internal environment is considered as universal, independent of the organizational and legal form of the organization, and unites all functional areas of its activities. Each of these areas is characterized by the main components, which have a number of advantages and disadvantages. It is established that the key factors in assessing the internal state of the enterprise are: personnel, organizational, production, financial and marketing components. The elements of the internal environment for SNW analysis are general strategy business, strategy’s organizational structure, finance, product competitiveness, distribution, information technology, leadership, production level, marketing level, trademark, staff, market reputation, relations with government authorities, innovation, after-sales service, degree of vertical integration, corporate culture, strategic alliances. The application of the SNW methodology revealed a correspondence between the strategic plan and the company's internal capabilities and resources. Analysis of scientific literature and practice of quantitative assessment of internal factors and SNW-analysis shows the significant effectiveness of this method of assessment, which aims not only to improve the internal state of the enterprise, but is one of the main factors influencing the choice of effective strategy.

References

Даценко Г.В. Чинники зовнішнього та внутрішнього фінансового середовища машинобудівних підприємств безпосереднього і непрямого впливу. Вісник Хмельницького національного університету. 2010. № 6. Т. 3. С. 198–202.

Майкл Э. Портер. Конкуренция. Москва : Вильямс, 2000. С. 495.

Генрі Мінцберг, Стратегічне сафарі. Екскурсія по нетрях стратегічного менеджменту. Москва : Альпіна Паблішер, 2016. 366 c.

Лігоненко Л.О. Антикризове управління підприємством в умовах економіки знань та інтелектуалізації менеджменту. Економічний форум. 2016. № 1. С. 161–170.

Добровенко О.А. Еволюція поняття стратегічного планування. Формування ринкових відносин в Україні. 2011. № 8 (123). С. 29–32.

Гевлич Л.Л. Використання стратегічної діагностики в розробці стратегії підприємства : автореф. дис.канд.екон.наук: економіка, організація і управління підприємством. Східноукраїнський національний університет імені Володимира Даля. Луганськ, 2005. С. 19.

Яхонтова Є. Десять кроків для подолання розриву між заявленою стратегією і реальними процесами. 2008. № 2. С. 27–32.

Vodafonegroup. URL: https://www.vodafone.com/

Загорна Т.О., Ткачова А.В. Віртуальні організації в умовах інформаційної економіки: специфіка діяльності, конкурентні переваги. Інновації. Конкурентоспроможність. 2014. № 6 (16). С. 128–135.

Datsenko H.V. (2010) Factors of external and internal financialenvironment of machine-building enterprises of direct and indirect influence. Bulletin of Khmelnytsky National University, № 6, vol. 3, pp. 198–202.

Maikl Ye. Porter (2000) Competition. Moscow: Williams, p. 495.

Henry Mintzberg, Strategic safari. A tour of the slums of strategic management. Moscow: Alpina Publisher, 2016. 366 p.

Ligonenko L.A. (2016) Anti-crisis management of the enterprise in the knowledge economy and intellectualization of management. Economic Forum, № 1, pp. 161–170.

Dobrovenko O.A. (2011) Evolution of the concept of strategic planning. Formation of market relations in Ukraine, № 8 (123), pp. 29–32.

Hevlych L.L. (2005) Vykorystannia stratehichnoi diahnostyky v rozrobts stratehii pidpryiemstva. Ph.D. Thesis, 08.06.01 – ekonomika, orhanizatsiia i upravlinnia pidpryiemstvom, Skhidnoukrainskyi natsionalnyi universytet imeni Volodymyra Dalia, Luhansk, Ukraine.

Yakhontova Ye. (2008) Ten steps to bridge the gap between the stated strategy and the real processes, № 2, pp. 27–32.

Vodafone group. Available at: https://www.vodafone.com/

Zahorna T.O., Tkachova A.V. (2014) Virtual organizations in the information economy: the specifics of activities, competitive advantages. Innovation. Competitiveness. № 6 (16), pp. 128–135.

Article views: 308
PDF Downloads: 723
Published
2022-02-22
How to Cite
Alkhimova, V. (2022). INFLUENCE OF INTERNAL ENVIRONMENTAL FACTORS ON THE CHOICE OF AN EFFECTIVE DEVELOPMENT STRATEGY TELECOMMUNICATION COMPANIES. Economy and Society, (36). https://doi.org/10.32782/2524-0072/2022-36-1
Section
ECONOMICS