What are the aspects of indirect tourism enterprises?

The external environment of an enterprise is a variable factor that is difficult to grasp and control. It is a complex, multi-level and multi-agent three-dimensional structural system. The top management of an enterprise can use the information obtained from the external environment for strategic thinking and decision-making. Successful companies can constantly evaluate the changes of the industry according to the general trend of the environment, so as to make timely responses to the external environment according to their own conditions.

The external environment of an enterprise includes political, economic, social and technical analysis, or pest for short.

Political and legal environment: The influence of political environment on enterprises is direct, unpredictable and uncontrollable. These factors often restrict and influence the business behavior of enterprises, especially the long-term investment behavior of enterprises.

Economic environment: The economic environment of an enterprise is mainly composed of four elements: socio-economic structure, economic development level, economic system and macroeconomic policy.

Social natural environment includes social environment and natural environment.

Technical environment analysis is to analyze the existing level, development trend and speed of products-related science and technology in this enterprise, track and master new technologies, new materials, new processes and new equipment, and analyze the impact on product life cycle, production cost and competition pattern.

Evaluation matrix of enterprise external factors

The external factor evaluation matrix (efem) is often used to analyze the external environment of enterprises, and it is a common analytical method to analyze and evaluate the key external factors of enterprises. Its procedure is:

(1) List the key factors in the external environment faced by enterprises, including opportunities and threats faced by enterprises.

(2) Give each factor a certain weight (0- 1, indicating the degree of importance), and the total weight of all factors is 1.

(3) Score the effective response degree of enterprises to various factors, with the score range of 1-5. Where 1 means poor, 2 means poor, 3 means average, 4 means good reaction, and 5 means good reaction.

It reflects the serious threat, general threat, no threat and no opportunity, general opportunity or main opportunity of the enterprise.

(4) Weighting and summing all the factors to get a comprehensive score.

Efe competition reflects a subjective judgment, and its evaluation structure may vary with different experts, mainly because the importance of various factors and the indicators of enterprises' effective response to it are relative and dynamic.

Situation analysis

Swot analysis, that is, analysis of strengths, weaknesses, opportunities and threats, is to analyze the opportunities and challenges that changes in the external environment may bring to enterprises according to their own strength, and then formulate the best strategy for enterprises.

Swot analysis is actually a method to synthesize and summarize all aspects of internal and external conditions of enterprises, and then analyze the strengths and weaknesses, opportunities and threats faced by enterprises. Swot analysis is actually a combination analysis of external environment analysis and internal factors analysis. Therefore, the external environment evaluation matrix and the internal factor evaluation matrix constitute the methodological basis of swot analysis. Among them, the analysis of advantages and disadvantages mainly focuses on the strength of the enterprise itself and its comparison with competitors, while the analysis of opportunities and threats focuses on the changes of the external environment and its possible impact on the enterprise.

1, advantages and disadvantages analysis (sw)

Competitive advantage refers to the ability of an enterprise to surpass its competitors and achieve its goals. The main objectives of an enterprise include profitability, growth and market share. Therefore, the competitive advantage of enterprises is not necessarily fully reflected in the higher profit rate. Sometimes, enterprises prefer to maintain growth rate, increase market share, or stabilize employees.

When analyzing the advantages and disadvantages, we must make a detailed comparison between enterprises and competitors from every link of the whole value chain.

There are three key factors that affect the duration of an enterprise's competitive advantage: ① How long does it take to establish this advantage? ② What advantages can be gained? ③ How long does it take for competitors to make a strong response? Only by analyzing these three factors clearly can enterprises clearly establish and maintain their competitive advantages.

The advantages and disadvantages of enterprises can be evaluated by internal factors, and the internal factor evaluation matrix (ife) can be used to quantitatively analyze the advantages and disadvantages of enterprises through weighted calculation.

2. Opportunity and threat analysis (0t)

Opportunity and threat analysis mainly focuses on the opportunities and threats brought by the external environment of enterprises. Development trend of external environment

It can be divided into two categories: one represents environmental threats and the other represents environmental opportunities.

The unfavorable factors outside the enterprise include: substitution of new products, delayed payment by sellers, alliance of competitors, slow market growth, and enhanced bargaining power of suppliers, which affect the current competitive position of the enterprise.

Environmental opportunity refers to the factors that are favorable to the development of enterprises in the external environment faced by enterprises, such as policy support, technological progress, good relationship with suppliers and bank credit support.

Opportunity and threat analysis can use enterprise external evaluation matrix.

3, enterprise strategic choice

According to the analysis of the advantages and disadvantages, opportunities and threats of enterprises, swot analysis chart can be drawn to formulate corresponding strategies for enterprises. As shown in Figure 2-6 of the textbook.

The swot analysis chart is divided into four quadrants, and different strategies should be adopted according to the different positioning of enterprises. Swot analysis chart provides four strategic choices. The enterprise in the upper right corner has strong internal advantages and many opportunities. Enterprises should adopt the growth strategy of increasing investment, expanding production and increasing production share. Although the enterprises in the lower right corner have great internal advantages, they must face severe external challenges. They should make use of their own advantages to carry out diversified operations, avoid or reduce the impact of external threats, spread risks and seek new development opportunities. The enterprise in the upper left corner faces external opportunities, but lacks internal conditions, so it should adopt a reversal strategy to change internal unfavorable conditions. Enterprises in the lower left corner face external threats and problems in their own conditions, so they should adopt defensive strategies to avoid threats and eliminate disadvantages.