1 of 25

Presentation on the topic: Paintings by Leonardo da Vinci

slide number 1

Description of the slide:

slide number 2

Description of the slide:

Italian painter, sculptor, architect, scientist and engineer. Founder artistic culture High Renaissance. Leonardo da Vinci was born in 1452 in the village of Anchiano near the city of Vinci, not far from Florence. He was the illegitimate son of a wealthy Florentine notary Piero da Vinci, his mother was a simple peasant woman. Leonardo showed his artistic abilities very early, and when in 1469 he and his family moved to Florence, his father gave him to study with Andrea Verrocchio. Along with painting, sculpture and jewelry art, architecture and construction were studied here. According to a long-standing custom, the students helped the master in fulfilling his orders, and this, in particular, makes it very difficult to determine the authorship or degree of Leonardo's participation in the works of this period. Leonardo da Vinci (1452-1519)

slide number 3

Description of the slide:

slide number 4

Description of the slide:

Leonardo da Vinci, developing the traditions of the art of the Early Renaissance, emphasized the smooth volume of forms with soft chiaroscuro, sometimes enlivened faces with a barely perceptible smile, trying to convey subtle states of mind with its help. The artist achieved, sometimes resorting to an almost caricatured grotesque, sharpness in the transfer of facial expressions, and the physical features and movement of the human body of young men and women brought into perfect harmony with the spiritual atmosphere of the composition. In 1481 or 1482, Leonardo da Vinci entered the service of the ruler of Milan, Ludovico Moro, acting as a military engineer, hydraulic engineer, and organizer of court holidays. Being engaged in architecture, Leonardo da Vinci developed various versions of the “ideal” city and projects of the central-domed temple, which had a great influence on the contemporary architecture of Italy.

slide number 5

Description of the slide:

After the fall of Milan, Leonardo da Vinci's life was spent in constant travel: Florence-Venice-Milan-Rome-France. Leonardo da Vinci assigned the first place to painting, understanding it as a universal language capable of embodying all the diverse manifestations of the rational principle in nature. His appearance would have been perceived one-sidedly, without taking into account the fact that his artistic activity turned out to be inextricably linked with scientific activity. In essence, Leonardo da Vinci represents in its way the only example of a great artist for whom art was not the main business of life.

slide number 6

Description of the slide:

Madonna on the Rocks 1483-1494. Louvre Museum, Paris. High Renaissance. Leonardo da Vinci began painting Madonna in the Rocks in 1483, having received an order for an altar painting from one of the religious brotherhoods. Differences with customers due to payment led to the fact that Leonardo da Vinci kept the painting, finally completing it between 1490 and 1494

slide number 7

Description of the slide:

Madonna in the grotto 1495-1508. National Gallery, London. Renaissance. Having not received the promised painting “Madonna in the Grotto” from Leonardo da Vinci, the customers initiated a lawsuit against him, which lasted for about twenty years. Only between 1505 and 1508, Leonardo's student Ambrogio de Predis, under the direct supervision of the master himself, completed (with some changes in details) a repetition of the painting "Madonna in the Grotto", which was handed over to the customers.

slide number 8

Description of the slide:

Benois Madonna 1478. Hermitage, St. Petersburg. High Renaissance. Around 1480, the artist Leonardo da Vinci painted the Hermitage Madonna with a Flower (the so-called Benois Madonna) - a work that already carries a new holistic concept and represents the first important milestone on Leonardo's creative path. The artist has not yet reached the full maturity of skill - this is reflected in the not entirely successful - too large and looking somewhat conventional - figure of a baby. And yet the painting “Madonna Benois” stands out sharply among the Quattrocentist compositions close to it on the topic, in which the image of the Madonna seems static, frozen.

slide number 9

Description of the slide:

slide number 10

Description of the slide:

Mona Lisa or Gioconda 1503-1505. Louvre Museum, Paris. Renaissance. Around 1503, Leonardo began work on a portrait of Mona Lisa, the wife of the wealthy Florentine Francesco Giocondo. The feeling of strength emanating from the picture is an organic combination of inner composure and a sense of personal freedom, the spiritual harmony of a person based on his consciousness of his own significance. And her smile itself does not at all express superiority or disdain; it is perceived as the result of calm self-confidence and complete self-control.

slide number 11

Description of the slide:

Lady with an Ermine 1485-1490. National Museum, Krakow. Renaissance. The painting "Lady with an Ermine" was painted by the artist around 1490. In this picture, the artist introduced a new technique to the volumetric modeling of the figure. Florentine masters, in whom linear-volumetric elements played a leading role in their pictorial language, have long been famous for the clear, sometimes even sharp plasticity of their images. Leonardo da Vinci did not like strong direct lighting, which gives too harsh shadows and highlights. Light contributes to the soft nuanced modeling of the face and figure, but also gives the image a halo of a kind of romantic poetry.

slide number 12

Description of the slide:

Portrait of a musician, 1490s. Pinacoteca Ambrosiana, Milan. Renaissance. The painting "Portrait of a Musician" was started by the artist Leonardo da Vinci at the turn of the 90s of the 15th century. The authorship of Leonardo da Vinci is disputed; it is assumed that the great painter began work, but later his student Ambrogio de Predis worked on the portrait, however, the painting “Portrait of a Musician” remained unfinished.

slide number 13

Description of the slide:

slide number 14

Description of the slide:

Portrait of Beatrice d "Este 1490s. Pinacoteca Ambrosiana, Milan. Renaissance. The painting was started by the great painter in the 90th year of the 15th century and subsequently completed by his student Giovanni Ambrogio de Predis. Beatrice d'Este is one of the most beautiful and enlightened princesses Italian Renaissance, daughter of Ercole I d'Este and younger sister of Isabella d'Este and Alfonso I d'Este. The girl was well educated, her entourage was made up of famous artists of the Renaissance, such as the painter Leonardo da Vinci and the sculptor Donato Bramante. She was engaged at the age of fifteen to Lodovico Sforza. The life of Beatrice d'Este ended very early, on January 3, 1497 at the age of 22, the cause of death was an unsuccessful birth.

slide number 15

Description of the slide:

Madonna Litta 1490-1491. Hermitage, St. Petersburg. Renaissance. The painting “Madonna Litta” by the artist Leonardo da Vinci was painted in the early 90s of the 15th century. The feeling of the joy of motherhood in the painting “Madonna Litta” deepened due to the content of the very image of Mary - the Leonard type found its mature expression in it. female beauty. The thin, beautiful face of the Madonna is given special spirituality by half-closed eyes and a barely perceptible smile - it seems that she is smiling at her dreams. The painting “Madonna Litta” was painted by the artist not in oil, but in tempera.

slide number 16

Description of the slide:

The Last Supper 1495-1498. Monastery of Santa Maria delle Grazie, Milan. Renaissance. Fresco by the artist Leonardo da Vinci "The Last Supper" (central fragment). In 1495, Leonardo began to create his central work - the Last Supper fresco in the refectory of the monastery of Santa Maria delle Grazie in Milan. After almost three years of hard work, the painting was opened for viewing, glorifying the name of Leonardo as the greatest artist of his time. But the fate of this work was truly tragic. The experimental work undertaken by Leonardo, as he usually did, on paints and ground was not successful - the paint layer was not strong enough, and already in the 16th century the destruction of the fresco began, which intensified over time and was completed by rough and inept restorations. In 1954, the fresco was cleaned of later layers, and the remains of the original painting were identified and fixed, thanks to which one can get a general idea of ​​​​the composition and colorful solution of Leonardo da Vinci's masterpiece. In order to judge more definitely about its features, one has to resort to old copies and engravings, as well as sketches by Leonardo himself and his preparatory drawings. Fresco size 460 x 880 cm, mixed media. The fresco "The Last Supper" by the artist Leonardo da Vinci is a huge composition that occupies the entire transverse wall of the large hall of the monastery refectory. In Quattrocento painting, certain traditions have already developed in dealing with this topic - suffice it to mention the works of Andrea del Castagno and Ghirlandaio, who, with all their undoubted realistic aspirations, still retain some signs of dogmatic stiffness - in particular, they separate Judas from the apostles, placing him alone in other side of the table. Like his predecessors, Leonardo da Vinci depicted Christ and the apostles at the table set for the meal. The action takes place in a vast room presented in the frontal perspective, the walls of which are hung with carpets. Christ is placed in the center; his figure is drawn against the background of a doorway in the depths of the composition, through which a view of the landscape with gentle mountainous slopes opens. Leonardo da Vinci chose for the image the moment that came after Christ uttered the fateful words: "One of you will betray me." These words, so unexpected for his disciples, strike everyone to the very heart. Foreshadowing the imminent death of their teacher, they at the same time deal a blow to their sense of trust and mutual solidarity, for there is a traitor in their ranks. So instead of the religious sacrament, Leonardo da Vinci embodied in his fresco the drama of human feelings. Wise Choice decisive moment of this drama allowed the artist to show each of the characters in the most vivid expression of his individual character. Young dreamy John, placed on the right hand of Christ, seemed to droop helplessly from the blow; on the contrary, the resolute Peter, sitting next to him, grabs his knife with his hand to punish a possible traitor. James the Elder, who is on the left hand of Christ, spreads his arms to the sides with an eloquent gesture of bewilderment, and young Philip, who rises from his seat next to him - an image of high spiritual beauty - bows before Christ in a fit of self-sacrifice. And as a contrast with them - the base appearance of Judas. Unlike his predecessors, Leonardo placed him with the apostles, only highlighting his face with a shadow falling on him. But in this fresco, not only faces are expressive - the characters of the participants in the event are just as clearly manifested in their movements, in gestures. Only the movements of the hands express all shades of feelings, starting from the hand of Christ lying helplessly on the table with the palm up - this gesture conveys a feeling of stoic humility awaiting his fate - to the frightened hands of the Apostle Andrew.

slide number 17

Description of the slide:

Copy of the fresco The Last Supper Late 16th century. Leonardo da Vinci Museum, Tongerlo. Renaissance. A copy of the fresco by the artist Leonardo da Vinci "The Last Supper" (central fragment). Several artists took part in the creation of the restoration copy of the fresco. The size of the painting is 418 x 794 cm, oil on canvas. The special depth, emotional ambiguity of the content of the fresco is associated with the internal dynamics of its dramatic construction. This image does not represent a frozen fixation of a single moment, torn from the general temporal stream. On the contrary, it seems that the action is unfolding before our eyes, because this tragedy simultaneously contains both the culmination (that is, the moment of the highest dramatic impulse), expressed in the images of the apostles, and its resolution, which represents the image of Christ, filled with a calm consciousness of the inevitability of the fate awaiting him. . But, having communicated the full measure of expressiveness to each of the characters, Leonardo da Vinci retained in his huge multi-figure fresco The Last Supper a sense of amazing integrity and unity. This unity is achieved primarily by the unconditional supremacy of the central image - Christ. It is the cause of the conflict that unfolds before us, all the feelings of his disciples are directed to him. Figuratively, his leading role is emphasized by the fact that Christ is placed in the very center of the composition, against the backdrop of a bright doorway, and, moreover, as if alone - his figure is separated from the apostles by spatial intervals, while they themselves are united in threes into different groups on both sides. from Christ. It also represents the center of the spatial construction of the fresco: if you mentally continue the lines of the walls and the carpets hanging on them that go into perspective, then they will converge directly above the annual Christ. This centralization is expressed, finally, coloristically. The combination of blue and red, which dominates the color scheme of the fresco, in its most intense sound is given in the blue cloak and red tunic of Christ; in a weakened form, it varies in different shades in the clothes of the apostles. It is necessary to point out new ways of connecting the Last Supper fresco with the architectural and spatial complex in which it is placed. In the 15th century, the fresco master, using the wall provided to him, rarely sought to actively influence his work on the entire architectural and artistic ensemble. Leonardo, placing the fresco on the end wall of the hall elongated in length, took into account the most favorable possibilities for its perception in the perspective construction of his composition, in its scale, in the arrangement of the table and figures. Without resorting to illusionistic methods of the transition of real space into the depicted one, Leonardo da Vinci achieved such an Effect due to the powerful centralization of figurative and compositional construction, when the huge refectory room turned out to be subordinate to the fresco itself, increasing the monumentality of its images and the strength of its impact. Wall painting of the 15th century did not know such a confident dominance over large spaces, and Leonardo da Vinci in this respect paved the way for the fresco ensembles of such great masters of the Italian High Renaissance as Michelangelo and Raphael.

Description of the slide:

Madonna with a spinning wheel 1510s. Private collection of the Duke of Becklew, Drumlanrig Castle, Scotland. High Renaissance. The painting depicts the Madonna sitting against the backdrop of a mountain range. She has the baby Jesus on her lap. According to one of the apocryphal gospels, the Virgin Mary worked in the house of Joseph to make purple yarn for the temple curtain. Leonardo da Vinci used this story in his painting. The baby Jesus holds a spinning wheel in the form of a cross, which symbolizes his acceptance of his destiny. Madonna, according to the plot of the picture, cannot yet accept this with her heart, and therefore her hand is raised in a protective gesture.

slide number 20

Description of the slide:

John the Baptist 1513-1516. Louvre Museum, Paris. High Renaissance. In the painting, the artist depicts a long-haired, effeminate young man who holds a cross in one hand and points to the sky with the other, in its very idea, in the nature of the image, it is in conflict with the spirit of the previous art of Leonardo da Vinci. It is difficult to consider the features of this picture only as a result of the creative decline of the artist himself - qualities are already emerging in it that are internally related to the crisis phenomena that appeared in Italian Renaissance art in all their strength after one and a half to two decades.

slide number 23

Description of the slide:

Annunciation 1472-1475. Uffizi Gallery, Florence. High Renaissance. The painting "The Annunciation" was painted by the artist Leonardo da Vinci at the age of just over 20 years. The size of the painting is 98 x 217 cm, wood, tempera. The painting "The Annunciation" - a rather large horizontally elongated composition of the 15th century, the length of which is over two and a half meters - depicts the Virgin Mary sitting at a reading stand at the entrance to the building, the monumentality of which is given by the large rustication of the corners and architraves of the portal . In front of her is a kneeling angel on a lawn dotted with flowers. The background of the painting forms a beautiful landscape with slender cypresses. The somewhat intrusive detailing in the spirit of the Quattrocento, with which the folds of clothes, flowers, and ornamental decorations of the music stand are painted, cannot obscure the noble beauty of the appearance and the calmness of the movements of Mary and the angel. In combination with the softened color system of the picture, these qualities, which are inaccessible to the more angular and rigid Andrea Verrocchio, testify to the hand of a younger artist who is on the verge of a different vision of the world. This is also evidenced by the clear orderliness of the compositional construction, which is more clearly expressed than was customary in the 15th century, creating the impression of calm spaciousness - here one can guess the premonition of those methods of artistic organization that will become characteristic of the masters of the High Renaissance.

slide number 24

Description of the slide:

Portrait of Ginevra de Benci circa 1476. National Gallery of Art, Washington. High Renaissance. In this bust of a young woman, whose face is marked by an expression of thoughtful concentration, one can find a similar combination of traditional features with the foreshadowing of the new. The picturesque manner of the artist Leonardo da Vinci is still distinguished here by somewhat fractional detailing, but the image of the model of Lady Ginevra de Benci is already surrounded by a peculiar poetic atmosphere, which is facilitated by the landscape background, which is unusual in its interpretation.

slide number 25

Description of the slide:

As a scientist and engineer, he enriched almost all areas of science of that time. Leonardo da Vinci paid special attention to mechanics, seeing in it the main key to the secrets of the universe; his brilliant constructive guesses were far ahead of his contemporary era (projects rolling mills, cars, submarine, aircraft). Studying the device of the eye, Leonardo da Vinci made the right guesses about the nature of binocular vision. He also studied botany and biology. And as a contrast to this creative activity full of the highest tension - Leonardo's life fate, his endless wanderings associated with the impossibility of finding favorable conditions for work in Italy at that time. Therefore, when the French king Francis I offered him a place as a court painter, Leonardo da Vinci accepted the invitation. In France, during this period, which was especially actively involved in the culture of the Italian Renaissance, the artist was surrounded at court with universal reverence, which, however, was more of an external character. His strength was running out, and two years later, on May 2, 1519, he died in the castle of Cloux in France. A tireless experimental scientist and brilliant artist, Leonardo da Vinci became a universally recognized symbol of the Renaissance.

Description of the presentation on individual slides:

1 slide

Description of the slide:

SPb GBPOU "College of Culinary Excellence" Zozulina Victoria Viktorovna teacher of SPb GBPOU "KKM" St. Petersburg 2017 OP.07 "Fundamentals of Economics, Management and Marketing" SWOT-analysis

2 slide

Description of the slide:

SWOT - analysis method in strategic planning, which consists in dividing factors and phenomena into four categories: Strengths (strengths) Weaknesses (weaknesses) Opportunities (opportunities) Threats (threats)

3 slide

Description of the slide:

SWOT analysis can be presented in the form of a table: Positive impact Negative impact Internal environment Strengths (strengths) Weaknesses (weaknesses) External environment Opportunities (opportunities) Threats (threats)

4 slide

Description of the slide:

SWOT analysis was first introduced in 1963 at the Harvard Business Policy Conference by Professor Kenneth Andrews. Initially, SWOT analysis was based on voicing and structuring knowledge about the current situation and trends. Since the SWOT analysis in general view does not contain economic categories, it can be applied to any organizations, individuals and countries to build strategies in the most various fields activities. Story

5 slide

Description of the slide:

The analysis consists of two parts. Opportunities and threats are an analysis of the external environment, all factors that may affect the company, but do not depend on it. Strengths and weaknesses are internal analysis company/product. When compiling a SWOT analysis, you need to indicate at least 5 global external threats and opportunities that can both develop and destroy a business. Methodology for conducting a SWOT analysis

6 slide

Description of the slide:

1) Company reputation 2) Product quality 3) Service quality 4) Market share 5) Price 6) Logistics 7) Promotion efficiency 8) Quality of work sales agents 9) Geographic coverage A list of frequently encountered factors in the analysis of strengths and weaknesses:

7 slide

Description of the slide:

10) Introduction of innovations 11) Costs 12) Financial stability 13) Employees 14) Technical equipment 15) Ability to meet deadlines 16) Flexibility, quick response to events 17) Range 18) Experience 19) Resources 20) Customer knowledge

8 slide

Description of the slide:

1) Economic situation in the country and in the world 2) Demographic situation 3) Political 4) Social movements 5) Technological progress 6) Competitor analysis 7) Legislation 8) Cultural factors 9) Social issues External opportunities and threats include:

9 slide

Description of the slide:

Rapid SWOT analysis is the most common type of qualitative analysis that allows us to determine which strengths of our organization will help to deal with threats and use the opportunities of the external environment, and which of our weaknesses will prevent us from doing this. Some business schools like to show this type of analysis, because the scheme for conducting it has an undeniable advantage: it is very clear and simple. However, in practice, this technique has disadvantages: only the most obvious factors fall into the points of all cells of the table. Forms of conducting a SWOT analysis

10 slide

Description of the slide:

Consolidated SWOT-analysis, which should present the main indicators that characterize the company's activities at the current moment and outline the prospects for future development. The advantage of this form of analysis is that it allows, in some approximation, to quantify the factors that have been identified. Another advantage is the ability to immediately proceed to the development of a strategy and develop a set of measures necessary to achieve strategic goals. The obvious disadvantage is a more complicated procedure for conducting an analysis (during strategic sessions in which the top management of the company participates, it can take 1-2 days, depending on the depth of elaboration of factors).

11 slide

Description of the slide:

A mixed SWOT analysis is an attempt to combine the first and second forms of analysis. To do this, at least three main types are preliminarily carried out. strategic analysis(typically STEP analysis, Porter's 5 forces analysis, and internal environment one of the methods). The advantage of this form is the depth of analysis. The disadvantage is the psychological factor: in practice, very often the case ends with the construction of a beautiful matrix and complacency

12 slide

Description of the slide:

There is also the “Anti-SWOT” method, which relies on SWOT, but its essence lies in the fact that an analysis is made of the consequences of not fulfilling the intended statements indicated in strengths, weaknesses, opportunities and threats.

13 slide

Description of the slide:

Practical example Cafe SWOT Analysis Strengths Opportunities external environment Low price policy available to the population with average earnings A large number of services provided compared to competitors Young, active staff The organization is cost-effective Constant updating of the range of dishes Regular customers Interior renovation Availability of regular suppliers of products Low level of conflicts Company image Improving the living standards of the population The emergence of new customers due to well-developed transport communications Increasing the number of able-bodied population Increasing demographic potential Development of a set of measures to attract visitors on weekends Introduction of advanced technologies in service Application innovative technologies in the process of production and service

14 slide

SWOT analysis in general does not contain economic categories, therefore it can be applied to any organizations, individuals and countries to build
strategies in various areas of their activity.
SWOT analysis is the foundation
- to create an objective view of the organizational
enterprise structure
- to set priorities and possible options
actions depending on the way of interaction between strong and
weaknesses of the company among themselves in relation to external
factors.
SWOT analysis is a tool that will help you develop
optimal strategy, the best way to stand out among
competitors offering similar services or services.
A SWOT analysis will help you take a look at where you are
today and where you need to go in the future.

The four components of a SWOT analysis are:

S (Strengths) - Strengths
These are tangible and intangible positive factors within
organizations. These are the benefits and distinctive features your
companies: anything that separates you from your competitors. Most of the
them are important and are factors that are under your
control.
W (Weaknesses) - Weaknesses
These are limitations or shortcomings within the organization. It's a lack
resources or competencies that can hinder performance.
In developing this list, both organizational and
custom perspectives.
O (Opportunities) - Opportunities
These are the main external factors that could ensure your
organization competitive advantage. These are the factors that
the company can use to become more successful.
T (Threats) - Threats (risks)
These are the main adverse external circumstances that can
interfere with the continued success of your organization. They represent
are factors from which you must protect your company.

- Internal factors: strengths and weaknesses - Use strengths to create external opportunities - Overcome

Internal factors: strengths and weaknesses
- Leverage strengths to create external opportunities
- Overcome internal weaknesses
- Minimize negative consequences from weaknesses
internal factors, from three points of view:
1. From the side of the organization:
- Corporate culture
- Availability and availability of resources
- Company reputation
- Efficiency in completing tasks
- Operational capacity
- Brand recognition
- Market share
- Financial resources
- Patents or trade secrets
- Key employees
2. Customer side:
- People who are currently buying your products
- Exclusive contracts
- Investors
3. From competitors:
- Companies that sell similar products or services
- Brand recognition
- Market share

External factors: opportunities, threats External factors are elements of the external environment that may have an impact on

the organization's ability to succeed and deliver value to its customers in the future. Factors
may depend on customers, market trends, suppliers or partners.
1.
2.
3.
4.
Four categories of external factors:
You can explore external factors by looking at them from different perspectives as well.
From competitors:
- Mergers and acquisitions in your industry
- Entry of new competitive players into the market
- Price wars
- Technological changes(modernization, optimization)
From the economic background:
- Changes from an economic point of view
Political/Regulatory Prerequisites:
- Legal changes in your industry (legislative acts (laws)
- Political changes that may affect your industry
- Regulatory changes that may affect your industry
- Changes in the tax system and law
Social background:
- Socio-cultural changes in the market
- Demographic changes
- General market growth

STRENGTHS Strengths, as positive factors within an organization, add value to your products or services.

giving you a competitive advantage. They are the factors that make your organization different from
other companies offering similar products or services.
How to analyze strengths?
When looking at organizational capability, the following should be considered:
Adaptability
How quickly can your organization adapt to changing circumstances? How much
flexible it can (or can not) be, given both internal and external factors?
Expansion (Growth)
Can your organization continue to grow in the market, or is your market saturated? (Exist
whether the "ceiling"? Associated with regional location or demographic characteristics,
For example)
Would it be easy for your organization to enter or create new markets?
When considering the capacity of your resources, consider the following:
Availability
How easy is it to get resources (human resources, raw materials for production…) within your organization?
Superiority
What is the quality of your organization's resources?
Are they up-to-date and flexible when needed?
Distribution
How are organizational resources allocated?

Questions to help identify strengths
What does your organization do really well?
What are your assets?
What are your core competencies?
Does your organization have its own tools that differentiate you from
competitors? Could you create or develop some of them with
need?
What are the relevant competencies, talents and abilities
your employees?
How does your organization compare with your competitors?
What is your market penetration?
Is there a positive effect in the culture of the organization in the workplace?
place?
How strong are your financial resources?
Examples of Strengths:
- Dedicated marketing experience
- New or innovative products or services
- Geographic location of the business
- Quality of processes and procedures
- Any other aspect of your business that adds value to your products or services

WEAKNESSES Weaknesses are factors within your control. They hinder the maintenance of competitive advantages. This is

shortcomings, shortcomings and problems that need to be solved on the way to achieving the goals. Usually weaknesses
are factors that will progressively worsen unless work is done to correct them.
Weaknesses are internal obligations that stand in the way of an organization's success.
Weaknesses in the company can be solved
in several ways:
Correcting the situation
How will your organization correct this shortcoming?
Protection
Is it possible to hide your weakness from clients and
competitors until its solution is implemented?
Offensive actions
What steps can your organization take
to divert attention from weaknesses?

Questions when considering weaknesses:
What can your organization improve?
What is your organization doing poorly?
What should your organization avoid?
Where is your organization losing money?
Are customer needs fully supported based on current income?
Will customers pay more for your products or services?
Where is your company lacking resources?
Are you using the best technology?
Are there financial resources?
Are there enough employees to fulfill long-term plans?
Is there enough knowledge and competence of employees? If not, perhaps training is required?
Examples of weaknesses:
Lack of experience
Products or services undifferentiated with respect to competition
Poor quality of products or services
Bad reputation for your organization or its brand
Limited resources
Lack of managerial skills
Lack of access to skills and technology
Insufficient systematization of business processes
Slowness of deliveries
Bad location for your business

OPPORTUNITIES Opportunities are favorable external conditions that, if exploited, can positively influence your

organization. They can become your new company development tactic to increase profitability.
You can create new opportunities by reducing internal weaknesses or by transforming
existing strengths into even stronger ones.
Opportunities must be specific
These features can be used to:
marketing wars
Focus your efforts on attacking positions
weak leader
Login to new market before anyone else
cooperation
Leverage the strengths of your organization
creating a strategic alliance with the main
competitor.

Questions when considering opportunities:
Are customer needs changing and can your organization adapt to these changes?
in a timely manner?
What are the current market trends in your industry?
Is your organization responding to these trends?
Can you maintain or increase market penetration?
Are there economic changes that benefit your organization?
Are there favorable economic conditions appearing in your market?
Have you received concessions from suppliers?
Are there political or social circumstances that may affect your organization?
Is your organization ready for the changing demographics of the market?
Are you aware of changes in societal values ​​that may affect the desirability of your products or
services?
How are advanced technologies used compared to your competitors?
Are you going to introduce new technologies that will help you stand out?
Are there existing niches where your competitors are missing?
Does your organization have a plan to enter a new market?
Do you know which niche has not been exploited so far?
Possibility examples:
- Development or formation of the market
- Mergers, joint ventures or strategic alliances
- Transition to new market segments that provide an opportunity to get more profit
- New international market
- Mergers and acquisitions among the circles of your competitors

THREATS Threat has many sources. They may come from competitors, be associated with changes in market conditions, in

economy or government.
The better you identify threats, the more effectively you will be able to position yourself and respond in a timely manner.
them react
Questions when considering threats:
Are there changes in the economy that could affect your business?
Can your organization respond quickly to these changes?

Can your organization weather the downturn in the economy?
Will your profitability affect the improvement of the economy?
Are there political or regulatory trends that could affect your business?
Have new rules been adopted that could reduce the profitability of your organization?
How are your competitors reacting to these changes?
Your competitors announced new technology making your product obsolete?
Can your organization quickly respond to this and remain profitable?
Where are you vulnerable in the market?
Foreign competitors with market share?
Can you maintain or improve your position above the competition?
Does your organization influence industry trends?
Are you keeping up with the changing needs of your customers?
Are you ready to adapt to changes in your customer's demographics?
Will customers need your product or service when it changes?
How are your competitors reacting to change?

Examples of threats:

New competitor in your market
Competitor price wars
Competitor launches new innovative product or service
Competitors have more opportunities in distribution channels
Introducing new or raising taxes on your products or services
Existing or potential competitors
Changes in supplier prices
State regulation
Economic changes
Bad reviews and compromising materials in the media or the press about your
organizations
Change consumer behavior negatively affecting sales
Introducing new technologies that make your products or services obsolete

General Rules for Conducting a Successful SWOT Analysis

Be realistic when developing a list of strengths and
weaknesses in your organization.
Be clear about where your organization is located
today and where it might be in the future.
Ask specific questions.
Look at your competitors and determine what
Is your organization better or worse than your competitors?
every factor.
Ultimately, aim for simplicity. Focus
on things that lie on the surface. Avoid
too deep analysis.
SWOT analysis is a subjective assessment.

1. Appointment of a person responsible for implementation
Make someone accountable for the successful completion of the analysis. It could be
consultant third party organization or an employee of your organization. Choice
a responsible person among your organization is preferred, by virtue of being the most
high interest.
2. Goal setting
Consider why you are doing a SWOT analysis. What do you hope to achieve in
result? When conducting the analysis itself, keep your goals in mind at all times.
3. Author's choice
In order to conduct a qualitatively successful analysis, it is critical
the person performing it. Any SWOT analysis will be the final
the result is that person's personal opinion. Even if he is an interested key
organization employee. This will be just one opinion. So it might be a good idea
it seems that conducting a SWOT analysis by several stakeholders on
individually or in a group discussion.

The Seven Steps of Conducting a SWOT Analysis

4. Distribution of tasks between participants
When conducting a SWOT analysis, there can be a lot of research and information gathering. In that
If so, use separation of concerns. This will in a good way individual
strengths of the participants.
When considering strengths and weaknesses, collect information from the capabilities of your
organizations in the following areas:
Processes and operations
Human resources
Key suppliers and/or partners
For opportunities and threats, gather information and data about external factors, such as:
- Clients and Markets
- Competitive environment
- Technological changes
- Financial, social, regulatory and other risks
5. Create a safe environment
Encourage an atmosphere conducive to the free flow of information, where participants feel
that they can say what they feel without fear of being ridiculed.

The Seven Steps of Conducting a SWOT Analysis

6. View information starting from the external environment
What external events do you think would provide the greatest opportunity for
your organization in the next few years?
What external events could pose serious threats to your organization's success in
next few years?
What opportunities for your organization are you considering?
What things can improve your organization's chances of success in these areas?
What can your organization do to avoid as much as possible the situation with your most
serious potential threats?
How can you use your strengths?
Can your organization take advantage of changes in the external environment or new
circumstances?
What opportunities will become available to your organization if you eliminate the weakness in management?
Are there any internal strengths and weaknesses that can be used to
address identified opportunities and threats?
7. Analyze your organization's greatest strengths relative to your competitors
What are the biggest weaknesses you see within the organization that need to be addressed if you
want to use certain features?
Strengths can relate to the group, environment, and people.
What obstacles might get in the way of achieving your goals?
What elements in the organization need to be strengthened?
Are there weak links in the chain?

Criteria for writing a good SWOT analysis:

1. Avoid listing general statements that might
apply to any organization in your field.
2. Be specific about your strengths and weaknesses.
organizations.
3. Do not confuse the results of strengths (profit and share
market).
4. Remember that improvement is not the same as strength.
5. Avoid strengths and weaknesses that are
different aspects of the same strategy or resource.
6. Arrange the scores according to the criteria in your list of parties,
to make it understandable. Then it will be clearer why
factor is important and why it should be considered.
Add specific evidence and give numbers there,
where appropriate.

Ways to collect information for SWOT analysis

1. Conduct a short (no more than five questions) online survey of your customers. Ask them:
What most influences their decision when buying a product?
What is the biggest obstacle for them?
What would they change about your products or services if they could?
2. Talk to people in your organization.
It can be someone from some department, for example:
Customer service
Product development
Website promotion
Management staff
Anyone else with a clear picture of the competitive market
3. Study the competition by asking:
Who are they?
How do they position themselves?
What are their strengths and weaknesses?
Collect information by analyzing:
Their product brochures; their website; their blog; trade literature; professional associations; what is your sales team
hears from its customers; analyst reports; business publishing
4. Assess the existing market, paying particular attention to:
- size
- Trends, both existing and new
- Future needs

The completion of the SWOT analysis is correct presentation its results, the formation of conclusions and the vector of development of the analyzed product, service or company. The presentation of the SWOT analysis should contain a detailed report in order to avoid errors in the interpretation of the prepared information.

Presentation plan

The presentation of the results and conclusions on the SWOT analysis has clear semantic blocks, described below.

Summary

The first section is Summary. Represents summary all key proposals and conclusions that were born as a result of the SWOT analysis. This format of data provision is the most efficient and generally accepted in the world practice. It allows you to understand the vector of your presentation.

Introduction

The second section is an introductory section. In this paragraph of the presentation, tell us about the main goals of the SWOT analysis and what factors of the external and internal environment were analyzed and considered.

Basic SWOT Form

In the third section, show the basic form of SWOT as a simple matrix of four quadrants: Strengths, Weaknesses, Opportunities, and Threats. This form has historically been a convenient format for providing all the results on 1 page. It is advisable to immediately arrange the factors in the SWOT form in order of importance and priority (from the most important to the least important). Importance and high priority are easy to define: the higher the impact on sales and profits, the higher the priority.

You don't need to include many factors. Enough to focus on 6-8 key factors for each category (maximum). Too much a large number of confuses the audience, and also does not allow you to properly prioritize and focus on important elements. Factors that have now receded into the background due to their insignificance can be used in the next wave of analysis.

Data

Data speaks first is the key slogan of all presentations. Prepare an illustration of the evidence for each factor in the SWOT analysis. This will help with the justification of the selected factors and their priority.

findings

The fifth section is the key findings of the SWOT analysis. One convenient presentation format is the .

Tactical action plan

The final section of the presentation should always go - an action plan with estimated deadlines and required resources. Without such a plan, all of the above were just words. In a SWOT analysis, you are expected to provide specific guidance for action.