3.5 Methodology for analyzing threats and opportunities in the macro environment ETOM.

Another analysis option external environment through compiling a list of external threats and opportunities of the organization is a method of weighing each factor (to measure the importance of each factor for a particular organization) ETOM.

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

Table 8.

ETOM Analysis Matrix

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, opportunity) through 0 (no impact, neutral) to –15 (strong impact, serious danger). The influence on the company's strategy is obtained by multiplying the weight of the factor by the importance. The sign of the result obtained depends on the marking of threats or opportunities.

The most favorable opportunities are provided by the technological power of the organization; the greatest danger lies in competition from foreign firms.

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

Conclusion

The material we have presented above makes it possible to assert that the elements of the internal and external environment of an organization are closely intertwined and depend on each other. The external environment provides the organization with incoming resources. Thanks to output feedback, the organization receives information to evaluate results and subsequently select input resources. The interaction between the company and the external environment makes it possible to reduce the entropy inherent in each system. It is in the external environment that there are resources and opportunities for the further development of the company.

We can say that the management of a company is determined by two factors:

feature production process;

the nature of the external environment.

Current trend consists in the ever-increasing importance of the second factor, which becomes decisive. Therefore, analysis of the external environment is very important for developing an organization's strategy and a very complex process. It requires careful monitoring of ongoing processes, their correct assessment and establishment of connections between factors and the strengths and weaknesses of the organization, as well as the opportunities and threats that exist in the external environment. It is obvious that without knowing the environment, the organization cannot exist. However, it does not float around like a boat without a rudder, oars or sail. The organization studies the environment in order to ensure successful progress towards its goals, develops an interaction strategy that provides it with the most comfortable coexistence. In this case, it is appropriate to quote the words of the famous Democritus: “Deep water is useful in many ways, but, on the other hand, it is harmful, since there is a danger of drowning in it. At the same time, a remedy was found - learning to swim.”

Analysis of the external environment is one of the tools through which the management of an organization can design a system of control over vital external processes and resources; implement measures to reduce risks caused by influences external to the company; influence the actions of competitors and suppliers, and consumer demand.

The company does not have the ability to strictly control the external environment, but it can and should effectively adapt to it, tirelessly monitor its changes, predict and respond in a timely manner.

Bibliography

1. Gaidaenko T. A. Marketing management. Full MBA course. Principles management decisions and Russian practice. – M.: Eksmo Publishing House, 2005. – 480 p.

2. Danko T. P. Marketing management. Tutorial. – M.: Infra-M, 1997. – 280 p.

3. Daft Richard L. Management - St. Petersburg: Petersburg Publishing House, 2000. - 832 p.

4. Mascon M. H., Albert M., Zhedouri F. Fundamentals of management. – M.: Delo, 1997. – 704 p.

5. Nordstrom Kjell A., Ridderstrale Jonas. Funky business. Capital dances to the tune of talent. – St. Petersburg: Publishing house Stockholm School of Economics in St. Petersburg. 2001. – 279 p.

6. Fundamentals of management. Educational and methodological manual./comp. E. V. Tyuryuhanova, I. S. Dolgopolova. – Irkutsk: Publishing house BGUEP, 2005. – 92 p.

7. Business strategies: Analytical guide. Ayvazyan S.A., Balkind O.Ya., Basnina T.D. and others / Ed. G.B. Kleiner. – M.: CONSECO, 1998. – 273 p.

8. Magazine “The Art of Management” No. 8 (32) / 2004. How the most mobile ones work. Levitsky P., Yurlov S.

9. Magazine “Marketing” No. 6 / 1999. SWOT - Analysis of enterprise activities. Abalonin S.

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11. Forbes magazine No. 10 / 2005.

12. www.albest.ru

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14. www.sbmanagement.narod.ru

eTOM (Enhanced Telecom Operations Map)- multi-level model of business processes for production management. The extended process map of a telecommunications company - eTOM - is the basis for the analysis and design of business processes in the communications industry and a guideline for the design and development of OSS/BSS solutions. It is a reference model, or business process architecture, intended for communication service providers as well as their partners in the telecommunications industry. Is integral part approach to developing operational support systems for telecommunications corporations NGOSS.

Features of the eTOM architecture:

1. eTOM is a reference architecture that takes into account business processes possible in the activities of a telecommunications company; 2. when developing eTOM, the emphasis was placed on the connections between processes, defining interfaces between them and sharing information about customers, services, resources, etc. between different business processes; 3. eTOM takes into account interactions with the external environment: clients, partners, suppliers, regulatory authorities, etc.; 4. eTOM is distinguished by its versatility and openness; it is applicable to any network technologies, services and types of company business organization; 5. possibility of integration with other widely used models: ITIL (IT Infrastructure Library), RosettaNet, etc.; 6. eTOM has been constantly improving for more than 10 years; it is based on the experience of leading enterprises in the industry.

Story

The main work on OSS/BSS standardization was undertaken by the TMF consortium. In 1995, TMF proposed the first version of the TOM (Telecom Operations Map) map of business processes of a telecommunications company, and two years later announced the start of work on the development of the TMN concept based on it, giving impetus to the use of a process approach in the development of global management systems. In 2000, all TM Forum initiatives in this area united under the project New Generation Operation Systems and Software(The next generation of systems and software for managing the operational activities of a telecommunications company), or NGOSS for short.

Today, the basis of the NGOSS concept is formed by:

• extended business process map eTOM, describing the structure of business processes of telecommunications companies;
• information model SID, which defines the approach to the description and use of data involved in the business processes of a communications company;
• TAM application map describing typical structure components of the information environment of a communications company;
• integration architecture TNA & CID (Technology Neutral Architecture and Contract Interface Definitions), which defines the principles of interaction and integration of applications, data and business processes in the NGOSS distributed environment;
• a system for monitoring compliance with NGOSS principles (NGOSS Compliance), which allows you to check the components of the NGOSS solution for compliance with the principles of the concept.

Description

eTOM is a structural model of the business processes of a telecommunications corporation - a communications service provider. The goal of eTOM is to create a common understanding of business processes typical for the entire industry, and their subsequent standardization. The eTOM business process map offers a structured set of business processes that determine the successful operation of a communications service provider. At the same time, eTOM is a reference model for categorizing all business processes of the company, providing the opportunity to build a map of business processes and use it in the future at the required level of detail. Thus, eTOM serves as a recommendation for process management, a starting point when carrying out work on reengineering business processes, concluding agreements with suppliers and partners. The basis of the structural model is a hierarchical decomposition of processes, consisting of 4 levels.

Zero level

At the highest level - zero (conceptual) - three main areas of business processes are distinguished: “Strategy, infrastructure and product”, “Operational processes” and “Enterprise management”. The Strategy, Infrastructure and Product processes are responsible for the full range of issues related to strategy, infrastructure and product life cycle management. “Operational processes” represent the main business processes of communication service provider companies, the basis of which is the provision, provision and billing of services. Enterprise Management covers general issues supporting the company’s activities, such as human resources management, financial and asset management, knowledge management, external relations management, etc.

First level

The next step after the conceptual level in detailing the eTOM architecture is the decomposition of the presented blocks (level 0 processes) to groupings of level 1 processes. This decomposition gives a general idea of ​​the eTOM and offers the first level of its detail, at which the company’s activities as a whole can be considered. This representation of the totality of a company’s business processes is useful to the management of the enterprise: executive director, Director of Information Technology, Head technical department etc., since the effectiveness of the processes reflected here determines the success of the company as a whole. At the same time, for a more specific description and analysis of a business, in practice, level 2 business processes obtained by decomposition of level 1 are more often used.

Application

Using eTOM gives:

• saving time and costs on developing the structure of business processes of an enterprise;
• solving typical problems of analysis and optimization of business processes;
• identifying and eliminating duplicate processes that have the same functionality

• a framework for managing a set of IT applications based on business needs;
• the ability to create clear and high-quality models of business process flows;
• further application of knowledge in the field of business processes.

The use of eTOM technology in many telecommunications enterprises makes it possible to integrate many business processes of several enterprises that are supplier partners of each other or united by other connections.

eTOM is used by Oracle, Amdocs, Agilent Technologies. An example of the implementation of eTOM is the development of the global IT architecture of Vodafone, which was based on the eTOM structure, adapted and reflecting the specifics of the company. As the telecommunications sector develops in Russia, the problem of comprehensive analysis and optimization of business processes and telecom operators is becoming increasingly relevant. Accordingly, the value and significance of both the entire program for the development of the NGOSS structure and its business component eTOM increases.

Literature

The telecommunications business is going through difficult times. Despite the fact that this industry is one of the most resistant to the crisis, for many players the transition from aggressive growth to internal optimization has become a necessity. Implementing such changes requires most telecommunications companies to employ new management and information technologies, among which one of the most effective and popular is business process management (Business Process Management, BPM), the elements of which are described in the eTOM model.

The industry is characterized by increased knowledge intensity and the need for highly qualified specialists in the field of ICT, which are the main arguments in favor of achieving the greatest effect from process management. In addition, the rapid development of the industry in last years required the rapid modernization of the ICT infrastructure - in response to the increasing needs of clients for the speed and volume of information received. In addition to technological aspects, we had to constantly improve internal business processes, which depend both on the equipment used and on changes in the market situation. Crisis, competition, high volatility, short life cycle services - all this inevitably affects the management system of a telecommunications company and leads to a focus on business processes to optimize activities.

The activities of international non-profit organization TeleManagement Forum (TMF), which deals with the development and optimization of the business of telecom operators, standardization of management and use of information technologies. One of the main components of the NGOSS standard developed by TMF is the eTOM (enhanced Telecom Operations Map) service provider operations model. It formulates terminology and approaches to describing internal processes that are common to all operators. However, Russian telecom operators have a misconception about this model, which is explained by an incorrect translation of its name: many decipher eTOM as “a business process model for a telecommunications company.” Most business analysts and consultants working in telecom do not see the difference between the business process model and the eTOM reference model of operations, which is fundamentally wrong and does not allow taking full advantage of the process approach. While carrying out projects to describe and modernize business processes for our clients in the telecommunications industry, we were faced with the impossibility of using eTOM as a business process model.

Guided by the eTOM model, it is impossible to create a holistic description of an enterprise’s business processes, and therefore, to improve them. In addition, the functional areas of the eTOM model are unusual for employees of business units of operator companies. It has been said more than once that in order to correctly identify and describe a business process, it is necessary to form a chain of logically related operations according to the following principle: an end-to-end business process must connect objects external to the company, for example, “market-to-market” or “client-to-client”. This is the main difference between the business process model and the eTOM model, which presents operations grouped by functional principle. Key moment when defining a business process - a chain of operations. Therefore, the eTOM structure cannot coincide with the business process structure. For work on the implementation of process management, it is the business process model that is needed, and eTOM serves only as a “supplier” of individual building blocks (operations) for it. In practice, for a telecommunications company, development processes are separately identified, which are built on the “market-to-market” principle (from analysis of needs to the creation of services, services and infrastructure).

The main business processes of a telecom operator are built according to the “client-to-client” scheme (from a connection request to a subscriber disconnection). This approach allows you to obtain a systematic, holistic description of business processes, see the end-to-end business process and begin to improve these processes. To standardize the business processes of telecom operators, at one time we developed a reference model of telecommunications company processes, compiled on the basis of the experience of completed projects. The resulting model was compared with the eTOM operations model to check its completeness. In fact, all eTOM activities were placed in a business process model and then linked into chains. Building a model of “end-to-end” business processes based on the experience of implementing real projects and operations contained in the eTOM model is the basis of our proposed methodology. It has already been tested in several projects and has reduced labor costs for describing business processes.

As practice has shown, our model is more convenient to use than eTOM, since it contains terminology familiar to Russian specialists in the field of telecommunications. When solving problems related to managing the business processes of a telecommunications company, the model is rather auxiliary in nature, since it was originally developed for IT implementation. From the point of view of improving process management, the model can play the role of a standard that serves to verify the completeness of business processes. Having described a certain process, you should analyze its constituent operations for their presence in eTOM, and also identify those operations that are described in eTOM, but not implemented in practice. Using other elements of NGOSS (TAM, SID, KPI) to solve problems such as balanced scorecard implementation (BSC), IT architecture management and data description has proven its viability in practice. However, it must be taken into account that NGOSS models provide only a framework that needs to be seriously adapted to specific conditions.

test

3.1.2 ETOM analysis

ETOM analysis can also be used to analyze the influence of macroenvironmental factors. The term "ETOM" is an abbreviation for Environmental Threats and Opportunities Matrix - a matrix of threats and opportunities in the external environment. The advantage of this analysis is the introduction of a limited number of factors and events identified by experts. This type of analysis makes it possible to substantiate the response of a particular enterprise to a set of macroenvironmental factors.

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To analyze the influence of macroenvironmental factors, ETOM analysis can also be used. The term “ETOM” is an abbreviation for Environmental Threats and Opportunities Matrix - a matrix of threats and opportunities in the external environment. The advantage of this analysis is the introduction of a limited number of factors and events identified by experts (usually 15).

Stages of implementation of the ETOM analysis methodology:

1. Definition of the object of analysis: the enterprise as a whole, individual divisions (branches, etc.) or business units.

2. Determination of selection criteria and selection of experts (analysis is carried out using the method of expert assessments or the Delphi method). Experts from various departments of the enterprise, representatives of middle and senior management, independent consultants. Rating coefficients can be established for experts.

3. Development of a format for recording the results of analysis of macroenvironmental factors by experts and development of the final form of analysis. If necessary, it is necessary to test the analysis format. The tabular form of the analysis often looks like that presented in table. 2.2. The set of indicators for assessing macroenvironmental factors can be expanded. Sometimes it is proposed to use standard lists of macroenvironmental factors, from which the expert selects the most important, from his point of view. Sets of factors, in turn, can be determined at the preliminary stage of analysis by experts.

Table 2.2 ETOM Analysis Matrix

4. Filling out the ETOM analysis format. The format is filled out independently by each expert as follows:

Column 1 - determines the group to which the factor belongs: economic, social and cultural, demographic, geographical, political and legal, technological and competitive.

Column 2 - macroenvironmental factors that are significant from the expert’s point of view are recorded, as well as important events that may affect the company's activities.

Column 3 - for each highlighted event or factor, it is determined whether it can be a threat and have a negative impact; if it can, then a “-” sign is placed.

Column 4 - for each highlighted event or factor, it is determined whether it can be an opportunity and have a positive impact; if it can, then a “+” sign is put.

Column 5 - the weight (from 1 to 5) of each factor included in the analysis is assessed from the point of view of the possible strength of influence on the activity of the enterprise (within the group of factors).

Column 7 – the strength of influence of a factor or event on the enterprise strategy is calculated.

Formula: Multiplying the factor weight value (column 4) by the rating value (column 5). The sign of the result obtained (- or +) depends on the selected value of columns 3 and 4. In the case when the same event or factor is an opportunity or a threat, both options are taken into account, and their score will differ in terms of weight and rating.

The rows of the “Total” table contain a general assessment of the influence of each group of factors on the enterprise strategy.

5. Preparation of the final form for assessing the influence of macroenvironmental factors. Possible variant format is presented in table. 2.3. Thus, based on the assessment results of each expert, the three most important indicators of the macroenvironment are selected and further in the planning process and operational management These results are already being used.

Table 2.3. Final table of ETOM analysis using the expert assessment method

6. Development by specialists of an enterprise action program for each group of factors and individual events and factors.

7. Using the results of the final format of macroenvironment analysis in the process of strategic as well as tactical planning.

8. Conducting an assessment of planned actions after the end of the planning period to find out whether they were able to reduce the negative impact and use the positive impact of the macroenvironment.

The considered methodology, as well as the STER analysis methodology, allows us to substantiate the response of a particular enterprise to a set of macroenvironmental factors.

METHOD FOR ANALYSIS OF MACRO-ENVIRONMENT FACTORS “QUEST”

The term "QUEST" is a technique for quickly scanning the external environment.

The first stages of analysis using this technique coincide with the stages of other types of analysis. Then a choice is made based on the rating of the most significant factors of the macroenvironment. The number of factors included is usually limited to five, since a larger number of factors significantly complicates the analysis (Table 2.4). Column 2 of table. 2.4 contains an assessment of the likelihood of the factor occurring, given by experts.

At the last stage, experts assess the relationship and mutual influence of the selected factors. The assessment can be in the form of a score, or it can simply record the presence of a connection. In general, the methodology allows for a more balanced approach to the development of action programs to take into account the impact of the macroenvironment on the enterprise.

Table 2.4. QUEST Analysis Matrix

STRUCTURE OF SWOT ANALYSIS

One of the widespread methods of joint analysis of the microenvironment and the internal environment of an enterprise is SWOT analysis. The term SWOT is an acronym for a company's strengths, weaknesses, opportunities and threats in the market. SWOT analysis includes: studying trends in a company's development indicators, analyzing resources, analyzing the possibilities of using the company's advantages and disadvantages, determining the goals and objectives of the company, studying the external environment to identify its opportunities and threats.

The purpose of SWOT analysis is to identify and study the strengths and weaknesses of an enterprise, as well as market opportunities and threats. Knowledge of strengths will allow you to more effectively use market opportunities and avoid its threats, understanding weaknesses will allow you to build their defense in a timely manner, as well as plan activities to minimize them.

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