home Magazine Analysis of the financial and economic activity of the enterprise. Practice report Assessment of the impact of the macroeconomic environment on the activities of VEK NT LLC Impact of the macroeconomic environment on the functioning of the organization

Analysis of the financial and economic activity of the enterprise. Practice report Assessment of the impact of the macroeconomic environment on the activities of VEK NT LLC Impact of the macroeconomic environment on the functioning of the organization

Zaplatinskaya A.Yu.

Student of the Department of State and municipal government, groups BGU 12-03, Vladivostok State University economy and service

EVALUATION OF THE IMPACT OF ENVIRONMENTAL FACTORS ON THE EFFICIENT ACTIVITY OF THE ORGANIZATION

annotation

The purpose of the study presented in this article was to analyze the influence of environmental factors on the effective operation of the organization. The objectives of the study were to study environmental factors and evaluate the effectiveness of the process.

Keywords Keywords: external environment, organization, factors, influence, efficiency.

Zaplatinskaya A. Yu.

Student of chair of the public and municipal administration, BGU 12-03 group, Vladivostok state university of economy and service

ASSESSMENT OF INFLUENCE OF FACTORS OF ENVIRONMENT ON EFFECTIVE ACTIVITY OF THE ORGANIZATION

Abstract

The analysis of influence of factors of environment on effective activity of the organization became the purpose of the research presented in the present article. Studying of factors of environment and an assessment of efficiency of process became research problems.

keywords: environment, organization, factors, influence, efficiency.

Any organization is an open system and is dependent on the outside world for various factors: the supply of resources, energy, personnel, consumers. The internal environment of an organization is the lifeblood and energy of the organization. The external environment is an equally important source that feeds the organization with the resources necessary to maintain its internal potential at the proper level. Organizations are forced to adapt to the environment in order to survive, develop and maintain their own effectiveness. A highly qualified manager must have the ability to timely identify important factors in the environment that can influence his organization, select appropriate methods and ways of responding to external influences.

The external environment of the organization is characterized by extremely high degree complexity, uncertainty and dynamics. Organizations seeking to cover as many markets as possible, to produce as many different products as possible in order to satisfy the needs different groups consumers will not necessarily have high profit margins across the industry.

Many works, both domestic and Western, are devoted to the study of the influence of environmental factors, one can single out the studies of such authors as V. Pastukhov, A. Chandler, K. Andrews, M. Porter and others.

An organization that is an open system that cannot exist without interacting with the external environment. The external environment is a set of economic, social, natural conditions, political factors that affect the organization and affect different areas of its activities.

All components of the external environment of the organization to varying degrees have an impact on the effectiveness of its activities. The first step in the analysis of environmental factors is the collection of information about social, economic, political and technological trends in changes in the environment of existence of a particular enterprise.

To conduct this study, it is common to appoint individuals within the organization or to invite external consultants who are given the special task of monitoring different sources information such as professional magazines, books and newspapers, Information Systems, Internet, research conducted at universities and research institutes, suppliers, distributors, buyers, competitors, etc.

Based on the results, periodic review reports on the study of environmental factors are submitted to the management of the organization. AT large companies this kind of work is ongoing.

In the external environment, microenvironment and macroenvironment are distinguished. The microenvironment is represented by suppliers, consumers, trade and marketing intermediaries, competitors, financial and credit structures, government agencies, and insurance companies. All these structures have a direct, direct impact on the organization of trade and services. The macroenvironment is a combination of factors of natural, demographic, scientific and technical, ecological, economic, political and other systems.

The environmental factors to be investigated can be divided into four main groups: economic, political, technological, socio-cultural.

External economic factors need to be constantly assessed, as economic condition The state influences the goals of the organization and how to achieve them. These are inflation rates, the international balance of payments, the level of employment of the population, business lending rates, etc. Any of these factors represents either a threat or an opportunity for an organization. Among the parameters of the external environment of the organization, one can also distinguish such as the level economic development individual regions, the ratio between consumption and accumulation, exports and imports, the availability of financial reserves and investment resources, etc. .

External political conditions are the state structure and state policy, including external and internal. The structure of the political system determines its influence on business activity business entities: it can contribute to their development or create difficulties for them.

Political stability in society is also important, it determines the level of investment and other resources inflow into the economy of the state, region. The attitude of the administrative bodies of the state towards business can be expressed in the establishment of various benefits or duties that develop entrepreneurship or displace it by creating unequal conditions for different organizations. There is also the possibility of using methods of lobbying the interests of certain industrial groups in government bodies, which also has an impact on all entrepreneurship as a whole.

Organizations have a major impact on technological factors, which determine the possibility of increasing the efficiency of production, and as a result, the effectiveness of ways to satisfy consumers. In order for an organization to be competitive, it is necessary to collect, store and use information about innovations that arise in the environment of the organization. Recently, completely new technologies for processing resources and information have begun to appear: computer and laser technology, robotics, satellite communications, biotechnology, etc. We can talk about high speed technology changes, and this trend will continue in the future.

Social and cultural factors influence the formation of style public life, work, consumption and have a significant impact on almost all organizations. New trends contribute to the creation of a type of customer and eventually create a need for other goods and services, which contributes to the development of new strategies for the organization. The main socio-cultural factors that organizations face most often are births, deaths, immigration and emigration rates, life expectancy rates, disposable income, educational standards, habits of the buyer, attitude to work, attitude to rest, etc. .

The study of macro-environment factors should not be limited to determining their state in the current period. It is necessary to monitor and anticipate trends that are characteristic of changing the state of certain important factors, and try to predict the direction of development of these factors in order to be able to foresee what threats an organization can expect and what opportunities may open up for it in the future. Each factor in one way or another has a certain impact on the activities of the organization, therefore, each organization must limit the negative impact of these factors on its activities and take full advantage of favorable opportunities.

Once the collected information on the above factors has been evaluated, the emerging issues should be discussed with managers, whose task is to identify opportunities and threats and, very importantly, develop baselines of performance to act in accordance with the identified opportunities and threats.

Senior managers should prioritize these indicators and compile a list of the most important success factors that are the basis of strategic planning, the results of the study should be transferred to departments and widely disseminated throughout the organization.

Thus, a systematic analysis of environmental factors can significantly improve the effectiveness of strategic management and timely provide for the formation of corrective actions. further development enterprises by comparing the quantitative expression of their influence. An analysis of the main forces of influence on the formation of strategic management makes it possible to adequately allocate the resources of the management system, taking into account the temporary space, which helps to optimize the internal reserves of the enterprise's development and increase the efficiency of operations as a whole.

The ultimate goal of studying the external environment of the enterprise is to ensure such interaction of the organization with the environment, allowing it to maintain its own potential at the level necessary to achieve the goals of the enterprise, and thus enable it to survive in the long term.

Literature

Fatkhutdinov R.A. Strategic Marketing. - St. Petersburg: Peter, 2012 - 346s.
Goremykin V.A., Nesterova N.E. Enterprise development strategy. - M.: Publishing house Dashkov and K., 2013. - 592p.
Yudanov A.Yu. Competition: theory and practice: textbook. – 5th edition. – M.: GNOME – PRESS. 2012. - 384p.
Azoev G.L. Competition: analysis, strategy and practice. – M.: Pravo, 2013. – 346 p.
Efremov V.S. Business strategy. - M.: Finpress, 2014. - 134 p.
Shcherbakovsky G.Z. Competition and firm stability. - St. Petersburg: Peter, 2013. - 236 p.
Porter M. International competition.- M.: PRESS, 2013.- 542 p.

References

Fathutdinov R.A. strategicheskij marketing. - SPb.: Piter, 2012 - 346s.
Goremykin V.A., Nesterova N.E. Strategija development predprijatija. - M.: Izdatel'skij dom Dashkov i K., 2013. - 592s.
Judanov A.Ju. Konkurencija: teorija i praktika: uchebnoe posobie. – 5th edition. – M.: GNOM – PRESS. 2012. - 384s.
Azoev G.L. Konkurencija: analiz, strategija i praktika. – M.: Pravo, 2013. – 346 s.
Efremov V.S. Strategy business. – M.: Finpress, 2014. – 134s.
Shherbakovskij G.Z. Konkurencija i stabil'nost' firmy. - SPb.: Piter, 2013. - 236 s.
Porter M. Mezhdunarodnaja konkurencija.- M.: PRESS, 2013.- 542 s.

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Introduction

Chapter 1. Firm and conditions of its activity

1.1 The firm and its place in a market economy (within the framework of microeconomic analysis)

1.2 Internal and external environment of the firm

Chapter 2

2.1 Macroeconomic factors

2.2 Methods for assessing the results of the influence of macroeconomic factors on the activities of the company

Conclusion

List of sources used

Introduction

In a general sense, the entire economy of one country or the whole world consists of the economies of producers of goods and services, or of any goods, and the economies of consumers or households, as they are commonly called in economic theory. The firm acts as a producer of goods and is an essential part of the economy, the circulation of resources, products and income.

The study of the activities of the company is necessary for specialists in various fields, ranging from economic specialties to technical ones, since theoretical knowledge about the activities of the company is the foundation of practical activity in any field.

Naturally, any company is in a certain environment and exists in certain conditions, subject to various rules and regulations, as well as traditions and mental mores. Such factors that affect the firm, but the firm cannot influence them, are called macroeconomic. The need for this subordination to them determines the relevance of studying macroeconomic factors influencing the firm.

It is relevant both to study the theory of the question, and practical use various methods of analysis of macroeconomic factors, which is necessary for the development of strategies for the company.

The object of research is the firm. The subject is the macroeconomic factors of the firm's activity.

The purpose of this work is to study the macroeconomic factors that affect the activities of the company.

To achieve this goal, the following tasks were defined:

Consider the concept of a firm and determine its place in a market economy;

To study the internal and external environment of the company;

Consider the existing methods for analyzing the impact of macroeconomic factors on the company's activities and determine the role of such analysis in developing the company's strategy.

The problem under study occupies a significant place in the minds and hearts of not only modern economists, but also managers and marketers. Being one of the stages of planning the activities of the company, the analysis of macroeconomic factors is deeply studied in the framework of management, strategic management, strategic management, strategic marketing and other related disciplines. This is expressed in a large number of publications, both in educational literature and specialized periodicals, and on the Internet.

The theoretical basis of the study is educational literature, as well as periodicals.

The methodological basis of the work was such scientific methods as survey, collection and analysis of information, a systematic approach.

The total amount of work was 29 pages.

The list of used literature includes 18 sources.

1. Firm and conditions of its activity

1.1 The firm and its place in a market economy (within the framework of microeconomic analysis)

To determine the place of a firm in a market economy, we first consider the concept of a firm.

The terms "firm" and "enterprise" are identical, but the peculiarity lies in the fact that a firm can consist of several enterprises.

So, in the work of Makonnell K.R. and Brew S.L. an enterprise is a certain material structure - for example, a plant or factory, a farm, a mine, a wholesale store, a warehouse, etc. - that performs one or more functions for the production and distribution of goods and services. A firm is an entrepreneurial structure that owns and manages such enterprises. Most firms operate only one enterprise, although there are many firms that own and manage several enterprises at once.

In this regard, the following definition can be given: a firm is an association of homogeneous or related enterprises that uses resources to produce goods and services in order to make a profit.

As you can see, the definition of the term "firm" is based on the commercial component - making a profit. This commercial calculation underlies economic activity firm, which is based on a comparison of the obtained economic results with the costs associated with achieving these results. Therefore, in microeconomic analysis, an enterprise or firm is understood as the primary economic link in the system and structure of relations between economic entities, for which the problem of rational use of production resources, cost reduction, improvement of labor organization and production management, its intensification through the use of achievements is of paramount importance. scientific and technological progress.

Achieving this material goal - making a profit - is possible through the implementation of a set of targets of a tactical and strategic nature:

Increase in sales;

Achieving higher growth rates;

Increase in market share;

Increasing profit in relation to invested capital;

Increasing earnings per share of the company (if it is a public company);

Increase in the market value of shares (if it is an open joint stock company);

Change in the structure of capital.

According to the work of Fritz Machlup, there are three main theories of the firm: marginalist, behaviorist, and managerial. The main difference in their content is the attitude towards the goals of the firm. For marginalists, any economic action is directed by the desire to achieve the greatest result with the available means and that business activity is subject to the principle of obtaining the greatest monetary profit. The behaviorist approach boils down to the rejection of preliminary hypotheses and assumptions and to the call to rely only on the observation of external behavior. They advise observing how businessmen actually operate and how they make decisions. The managerial approach suggests choosing two or three most important goals, including the maximization of monetary profit, and managing them in a single direction, the so-called maximizing behavior.

According to modern ideas about the activities of the company, material goals for the company are paramount, but not the only ones. There are also, for example, social goals - these are the desired relationships, firstly, between the employees of the enterprise, and secondly, with individuals and groups of people in the external environment, or creative. There are several points of view on why firms are created and function.

From the buyer's point of view, firms are needed to supply goods that are in demand to the market. Therefore, a firm that produces something for which there is no demand, from the point of view of the buyer, is simply meaningless. However, the impossibility of selling the goods and earning income inevitably makes the activities of such a company meaningless for its owners.

From the entrepreneur's point of view, a firm is created to bring him income in the form of profits and other benefits, including simply the pleasure of successfully solving a new creative task of creating a well-functioning business.

The place of a firm in a market economy can be described by means of the so-called model of circular flows of expenses and incomes of subjects of a market economy (Figure 1).

market economy income

Figure 1 - Circulation of resources, product and income

In Figure 1, we see that a firm or enterprise occupies a place opposite to a household in a market economy. The production activity of any firm is a kind of crossroads of two markets: the market for final consumer products and the market for production resources for the production of these products.

Households and firms operate in both markets, but on opposite sides of them. Firms in the resource market are buyers, that is, they provide demand, and households, as owners and suppliers of resources, are sellers, that is, they provide supply.

In the product market, they change places: households as consumers act on the side of purchase or demand, and firms on the side of sale or supply.

Household expenditures made in the product market become income for firms. The expenditures of firms on the purchase of resources are incomes for resource owners - households. Thus, a monetary circulation or a scheme for the functioning of a market economy is built.

The firm as an economic agent balances the two types of markets, since it determines the optimal value of its own supply quite accurately. consumer goods to the consumer market and the optimal value own demand on the factors of production.

The features of this behavior can be traced through the analysis of pricing processes, in which:

Consumer demand curves express the relative marginal utility for consumers, or their relative preferences for certain goods over others;

The supply curves of goods by firms in the process of competition express the total marginal cost of production and the cost of production per unit of the good produced;

The cost per unit of a good is minimized by firms as their demand for factors of production expands until the physical volumes of marginal product produced by those factors are proportional to the prices of the factors of production. In other words, production cost curves express the ratio of output determined by production function firms, to the cost of production factors;

The sum of physical volumes of marginal products and income from their sale for all firms shows the value of the derivative demand of firms for factors of production;

Derived demand for factors of production, interacting with the supply of these factors of production in the resource markets, determines their prices, acting in the form of rent, rent, interest, wages and etc.;

The motives of the behavior of firms - making a profit and avoiding losses - act as the leading force in the entire competitive process.

Note that the subjects of a market economy in modern conditions are not only the households of the company, but also the state represented by the government. The presence of a third economic agent somewhat changes the model of the circulation of income and expenses, and, accordingly, determines the place of the company in a market economy in a different way. Consider another scheme of the circulation of income and expenses in Figure 2.

This circular model gives a clear picture of how the government changes the structure of income distribution, reallocates resources and regulates the level of economic activity. The structure of taxes and transfer payments can have a significant impact on the distribution of income.

Figure 2 - The Circular Model and the Public Sector

All public sector flows reflect the way the government is trying to stabilize the economy. If the economy is unemployed, an increase in government spending with the same level of taxes and transfer payments will increase the volume of aggregate spending, production and employment. Similarly, at a given level of government spending, lowering taxes or increasing transfer payments will increase purchasing power and stimulate private sector spending. Conversely, with inflation, the government will follow the opposite policy: reducing government spending, raising taxes, and reducing transfer payments.

1.2 Internal and external environment of the firm

Any firm operates in a specific environment or, in other words, in a specific market environment. In theory and practice, for example, when analyzing the environment of an enterprise, there is a division of this environment into internal and external. Moreover, the external environment is divided into two groups depending on the factors of influence: direct and indirect. We reflect this schematically in Figure 3 and consider in detail each element of the circuit.

The internal environment of an organization is the source of its vitality. It contains the potential due to which the organization exists and develops. But the internal environment can also be a source of problems for the organization if it does not provide its necessary functioning.

Figure 3 - Factors of external and internal environment organizations

The internal environment of the enterprise is determined by its structure and management. The management structure is understood as the mutual arrangement of its elements and the nature of the connections between them. Elements of the environment that affect the organization from the inside, are its own part, called the internal environment of the enterprise.

In addition, the internal environment of the enterprise includes:

Labor collective;

Management staff;

Availability of equipment, machines, machine tools;

Resources;

Organization culture.

Also, the internal environment of the company includes all areas of activity (or areas of management) of this company:

Organization and management;

Production;

Marketing;

Accounting and finance;

Personnel Management .

Internal factors are formed by the enterprise itself, primarily by its management. However, in some cases it is impossible not to take into account the role of the labor collective, this is especially true for large enterprises with a long history.

For example, the actions of the labor collective can become a threat to the normal functioning of the enterprise in the current period and reduce the investment attractiveness of the enterprise in the future.

There are two main, distinct organizational structures:

Linear structure;

target structure.

Each corresponds to the control system of the same name. The line system provides direct control from top to bottom. Through this system, managers communicate their orders to each executor and monitor their implementation.

In line management, each superior manager is the direct supervisor of all subordinate personnel, and all subordinate employees are considered to be his subordinates.

Target management was conceived as a permanent system for determining the specific goals (end results) of each employee's day. The formulation of goals should be done with maximum certainty.

For all goals, the deadlines for achieving, the necessary resources and, very importantly, quantitative indicators are set, by which it is easy to control whether this goal has been achieved, and if not, what remains to be done, how much time and other resources it will take. Target management takes place when the goal plays a major role in solving all production and other management tasks at all levels.

Target management is most typical for single and small-scale, as well as for pilot production. It is usually used when performing large, sometimes one-time events with new, extraordinary goals, such as a radical reconstruction and re-equipment of an enterprise, a transition to a fundamentally new type of product, the introduction of lease or cooperation, etc. .

All the completeness and complexity of the world in which the enterprise exists is its external environment. As noted earlier, the external environment is divided into factors of influence - in Figure 3, this is a large circle of direct impact factors and indirect impact factors that are outside the large circle.

Also, factors of direct influence are also called factors of direct influence of the near environment, or industry factors (microenvironment). And the factors of indirect influence, in turn, are called factors of remote influence, representing the macrosphere (macroenvironment).

So, the direct impact factors are:

Capital. It is necessary for the normal functioning of the enterprise. Capital can be own and borrowed;

The labor force is the most important factor in the external environment of the enterprise. How successful the enterprise will be depends on the level of qualification, on the efficiency;

Raw materials. They must be secured High Quality and in the required quantities. The enterprise should have a well-established system of incoming quality control of deliveries, a carefully developed system of supply, transportation of appropriate goods, warehousing;

Resources. Capital, raw materials, materials, labor force, etc. act as resources;

Consumers. Both citizens who need to satisfy their needs and enterprises act as consumers of products. The well-being of the enterprise, the level of profit, competitiveness largely depends on the study of its consumer;

Competitors. Consumers are the main object of competition. Competitive struggle also has to be waged for capital, labor resources, raw materials and materials. The level of competition depends on the ability of the enterprise to compete effectively with manufacturers of similar products. To be competitive, an enterprise needs to improve working conditions, create favorable investment conditions, improve the quality of the product;

Bodies of state and municipal administration. They must ensure law and order and protect enterprises and their property from criminal encroachments (swindlers, bribe-takers). The state promptly informs the enterprise about all decisions made by the authorities and new normative acts.

Indirect impact factors include:

The value of social factors is very important, since they are all-pervasive, affecting both other components of the external environment and the internal environment of the organization, so the organization must monitor possible social changes;

Environmental factors of indirect impact are also called macro-environmental factors or macroeconomic factors. These factors create the general conditions of the organization's environment. In most cases, the macro environment is not specific to a single organization. However, the degree of influence of the state of the macro environment on different organizations is different. This is due both to differences in the areas of activity of organizations, and to differences in the internal potential of organizations.

Analysis of the influence of macroeconomic factors or the external environment on the firm is important for planning its activities. An analysis of the external environment provides the firm with information to develop strategies for the firm's activities. In the next section of the work, we will consider in more detail the methods of analyzing macroeconomic factors.

2. Macroeconomic factors of the company's activity and the possibility of taking them into account in determining its strategy

2.1 Macroeconomic factors

In the framework of microeconomic analysis, a company is considered a fairly autonomous system, in addition, we believe that in a certain period of time the conditions for the company's activities do not change, in real life external factors play a huge role, it is important to take into account factors such as:

Social, such as: people's attitude to work, level of education, quality of life, population growth, values shared by people, demographic structures of society, people's mobility or willingness to change their place of residence, etc.

Technological. The progress of science and technology brings great opportunities and equally great threats. Many organizations fail to see the new perspectives that are opening up because the technical capacity to make fundamental changes is largely created outside the industry in which they operate. Being late with modernization, they lose their market share, which can lead to extremely negative consequences for them.

Economic, such as: economic recovery, recession, crisis have a profound impact on enterprises. The economy determines exchange rates, stock and securities prices. Economic circumstances shape the demand and price of goods. The possibility and conditions for obtaining capital (investment climate, state budget, loan interest rate) depend on the state of the economy. External and internal loans at the enterprise directly depend on the economic situation in the country;

Political. The presence of a stable policy, authorities and legislation creates a favorable background for the development of the enterprise, helps to attract investment. The presence of diplomatic relations with foreign states in which enterprises are interested is connected with the political situation. Politics determines the attitude of the authorities towards private property and entrepreneurial activity.

2.2 Methods for assessing the results of the influence of macroeconomic factors on the activities of the company

Analysis of the influence of macroeconomic factors or the external environment is one of the stages of strategic planning in the company. And planning, in turn, is the first of the four management (or management) functions that were put forward by A. Fayol and studied in detail by him in the 1916 book General and Industrial Management.

Consider the strategic planning process in Figure 4.

Figure 4 - Strategic planning process

As we can see in Figure 4, the strategic planning process consists of several stages. The stage of assessment and analysis of the external environment is the basis for analyzing the strengths and weaknesses of the company, as well as its potential and strategic alternatives.

In terms of assessing these threats and opportunities, the role of environmental analysis in the strategic planning process is essentially to answer three specific questions:

Where is the organization now?

Where does senior management think the organization should be in the future?

What should management do to move the organization from where it is now to where management wants it to be?

By analyzing the external environment, an organization can create a list of the dangers and opportunities it faces in that environment.

By capital letters of external indirect factors of influence (STEP) is called the method of analysis (STEP-analysis) of influence critical factors macroenvironment on the results of current and future activities of the enterprise.

The abbreviation STEP is often used in English transcription STEP. In addition, given the difference in the priority impact of certain macro-environmental factors in terms of the strength of the possible impact and the stability of factors for monitoring, the positions of letters in PEST or in the English interpretation of PEST are often changed.

When conducting a PEST analysis, political and economic factors have more weight, and in a STEP analysis, social and technological ones.

Let's consider the technique of STEP-analysis. STEP-analysis is carried out in compliance with the following principles:

The strategic analysis of each of the four indicated components should be sufficiently systematic, since all these components are closely and intricately interconnected;

One cannot rely only on these components of the external environment, since real life is much wider and more diverse;

STEP analysis is not common to all organizations, since each of them has its own specific set of key factors.

This type of analysis can be carried out using various formats, often these are two options: a simple four-field matrix, the appearance of which is given below in Table 1 and a tabular form of STEP analysis (Table 2).

Each of these options has advantages and disadvantages. The choice of analysis method depends on the objectives of the analysis, the degree of readiness of experts and a number of other factors.

Table 1 - Four-field matrix of STEP-analysis

The external strategic factors analysis matrix is designed to identify and plan the influence of external social forces on the immediate environment of the company.

In order to compile this matrix, first of all, it is necessary to identify the three or four most obvious trends in the company's macro environment.

Tracking (monitoring) of changes in the macro environment in these areas is shown in Table 2.

Table 2 - Approximate set of macroenvironment factors for STEP-analysis

Social factors		Technological factors
1. Demographic changes; 2. Changes in the income structure; 3. Attitude towards work and rest; 4. Social mobility of the population; 5. Consumer activity	1. State technical policy; 2. Significant trends in R&D; 3. New products (speed of updating and mastering new technologies); 4. New patents
Economic forces		Political factors
1. General characteristics of the economic situation (rise, stabilization, decline); 2. National currency exchange rate and refinancing rate; 3. The rate of inflation; 4. Unemployment rate; 5. Energy prices	1. Government stability; 2. Change of legislation; 3. State influence on industries, including the share of state property; 4. State regulation industries

The political factor of the external environment is studied primarily in order to have a clear idea of the intentions of the authorities state power concerning the development of society and the means by which the state intends to put its policy into practice.

An analysis of the economic aspect of the external environment makes it possible to understand how economic resources are formed and distributed at the state level.

The study of the social component of the external environment helps to understand and evaluate the impact on business of such social phenomena as people's attitude to work and quality of life, mobility, consumer activity, etc.

The analysis of the technological component makes it possible to foresee the opportunities associated with the development of science and technology: to change in time to the production of more promising products.

Recall that, according to the principles of STEP analysis, each firm has its own set of factors.

Selected macroeconomic factors in tabular form (Table 3) are assigned numerical values of danger for the company, probability of manifestation, importance, impact on the company.

Table 3 - tabular form for STEP analysis

To analyze the environment, the method of compiling its profile can be applied. This method is convenient to apply to compiling a profile separately of the macro-environment, the immediate environment and the internal environment.

Using the environmental profiling method, it is possible to assess the relative importance for the organization of individual environmental factors.

The environment profiling method is as follows:

Individual environmental factors are listed in the environmental profile table;

Each of the factors is assigned its own significance / assessment by the method of expert assessments or the Delphi method:

Importance for the industry on a scale:

3 - large, 2 - moderate, 1 - weak;

Impact on the organization on a scale:

3 - strong, 2 - moderate, 1 - weak, 0 - no effect;

Directions of influence on the scale:

1 - positive, -1 - negative.

Table 4 is completed.

Table 4 - Firm environment profile

environmental factors	Industry Importance	Impact on the organization	Orientation of influence	Degree of importance

Then all three expert assessments multiply and get integral assessment, showing the degree of importance of the factor for the organization (the last column of table 4). From this assessment, management can conclude which of the environmental factors are relatively more important to their organization and therefore deserve the most serious attention in developing strategy, and which factors deserve less attention.

Another option for analyzing the external environment through compiling a list of external threats and opportunities for an organization is the method of weighting each factor ETOM (to measure the significance of each factor for a particular organization).

Abbreviation "ETOM" Environmental Threats and Opportunities Matrix - a matrix of threats and opportunities of the external environment. The advantage of this analysis is the introduction of a limited number of factors and events identified by experts (usually 15).

The factor is weighted from +5 (very positive) through 0 (neutral) to -5 (very negative). The impact of the factor is from +15 (strong impact, possibility) through 0 (no impact, neutral) to -15 (strong impact, serious danger). The influence on the company's strategy is obtained by multiplying the value of the weight of the factor by the importance. The sign of the result obtained depends on the mark of threats or opportunities.

Table 5 is used for this analysis.

Table 5 - ETOM Analysis Matrix

Factor groups	Possibility	Importance / impact	Impact on company strategy
Economic

Socio-cultural

Demographic

Geographic

Political and legal

Technological

Competitive

After reviewing the list, management should assess the strengths and weaknesses of the organization. At the same time, it must have a complete understanding of the internal potential and shortcomings of the organization, as well as external problems.

An analysis of the strengths and weaknesses of the organization, as well as an analysis of the opportunities and threats from the external environment of the organization can be performed using the SWOT analysis method.

SWOT analysis is the definition of the strengths and weaknesses of the enterprise, as well as the opportunities and threats coming from its immediate environment (external environment). The SWOT method used to analyze the environment (an abbreviation made up of the first letters of the English words: strength, weakness, opportunities and threats) is a fairly widely recognized approach that allows you to jointly study the external and internal environment. The SWOT method allows you to establish lines of communication between the strengths and weaknesses that are inherent in the organization, and the threats and opportunities that arise in the external environment. The SWOT methodology involves first identifying strengths and weaknesses, as well as threats and opportunities, and then establishing chains of links between them, which can later be used to formulate the organization's strategy (Figure 5).

Figure 5 - SWOT Matrix

Strategic management, studying the external environment, focuses on finding out what threats and what opportunities the external environment is fraught with.

Knowing about them is not enough to successfully manage threats and effectively exploit opportunities. You can be aware of the threat, but not be able to confront it and thus be defeated.

It is also possible to be aware of new opportunities that are opening up, but not have the potential to exploit them and therefore fail to exploit them.

The strengths and weaknesses of the internal environment of the organization to the same extent as the threats and opportunities determine the conditions for the successful existence of the organization. So strategic management when analyzing the internal environment, it is of interest to identify exactly what strengths and weaknesses the individual components of the organization and the organization as a whole have.

For the successful application of the methodology of the SWOT analysis of the organization's environment, it is important to be able not only to reveal threats and opportunities, but also to be able to evaluate them in terms of how important it is for the organization to take into account each of the identified threats and opportunities in the strategy of its behavior.

So, the development of a company's strategy is not possible without an analysis of macroeconomic factors that represent various opportunities and threats for the company. Without constant analysis and appropriate action by the firm, opportunities and threats can turn into their opposites.

Thus, an untapped opportunity can become a threat if a competitor exploits it. Or vice versa, a successfully prevented threat can create an additional strength for the organization if competitors have not eliminated the same threat.

As noted earlier, the firm is not able to influence macroeconomic factors and only accepts them as they are, adapts to them, uses them. However, a successful choice of strategy, based on a timely analysis of macroeconomic factors, among other things, is directly reflected in the results of its activities: price, profit, efficiency.

The behavior and performance of the firm cannot but affect the functioning and prosperity of the entire industry, and the state of the latter affects the national economy as a whole. Thus, with its well-being, the firm indirectly affects the macro environment.

Conclusion

In conclusion, we summarize the results of the study.

The purpose of this work was to study the macroeconomic factors that affect the activities of the company. To achieve this goal, the following tasks were solved:

The concept of a firm is considered and its place in a market economy is determined;

Studied the internal and external environment of the company;

Some methods of analyzing the influence of macroeconomic factors on the company's activities are considered and the place of such an analysis in the development of a company's strategy is determined.

In the process of work, the basics of economic theory and strategic management were studied and the following conclusions were drawn:

In the specialized literature, there are many definitions of the concept of "firm", however, they all boil down to the fact that the firm is a primary economic link, for which profit and other results of economic activity are of paramount importance, such as: rational use resources, cost reduction, improvement of labor organization and production management, intensification of production through scientific and technological progress.

The firm is an essential part of the market economy, being in the circuit of the circulation of resources and income opposite the household, in a socially oriented market economy, the state appears in this circulation of resources and income as a kind of regulatory instrument. The firm receives resources from the household, paying for them, and delivers the product, receiving revenue, and the household, in turn, receives income from the sale of resources and spends them on the purchase of products. One cannot exist without the other. In addition, through taxes, the firm ensures the accumulation of capital by the state and through the payment of resources - by households.

In the process of studying the external and internal environment of the company, the following knowledge was obtained:

Any firm operates in a specific market environment. In theory and in practice, there is a division of this environment into internal and external. Moreover, the external environment is divided into two groups depending on the factors of influence: direct and indirect.

The external environment is a set of active business entities, economic, social, natural and other external conditions and factors operating in the environment of the enterprise and influencing various areas of its activity. The internal environment is the lifeblood of an enterprise. It contains the potential necessary for the functioning of the enterprise, but at the same time it can be a source of problems and even its death. The external environment is a source that feeds the enterprise with resources. The enterprise is in a state of constant exchange with the external environment, thereby providing itself with the possibility of survival.

It is the external factors of indirect impact that are macroeconomic factors influencing the activities of the firm. To achieve the goal of this work, these macroeconomic factors (S - social, T - technological, E - economic, P - political) were studied in more detail.

The analysis of macroeconomic factors in the activities of the company is extremely important for the development of the company's strategy; within the framework of strategic planning, the analysis of the external environment is one of the stages in the development and implementation of the strategy.

AT contemporary literature There are a number of techniques for analyzing macroeconomic factors. First of all, this is STEP (or PEST) - analysis, SWOT analysis, a method for compiling a profile of the company's environment, a method for weighing each macroeconomic factor - ETOM.

The most important result of the work done is the understanding that the company is a "wealth generator" of society. It generates goods and purchasing power to purchase them; supports the expansion of social infrastructure and provides a return on capital; creates jobs for themselves, suppliers, in the public sector; ensures its own growth. All this indicates the importance of studying the firm as a subject of a market economy and the importance of studying the macroeconomic factors of the firm's activities as restraining or, conversely, accelerating the development of the firm.

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Analysis of the financial and economic activity of the enterprise. Practice report Assessment of the impact of the macroeconomic environment on the activities of VEK NT LLC Impact of the macroeconomic environment on the functioning of the organization

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Introduction

1. Firm and conditions of its activity

1.1 The firm and its place in a market economy (within the framework of microeconomic analysis)

1.2 Internal and external environment of the firm

2. Macroeconomic factors of the company's activity and the possibility of taking them into account in determining its strategy

2.1 Macroeconomic factors

2.2 Methods for assessing the results of the influence of macroeconomic factors on the activities of the company

Conclusion

List of sources used

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