analysis of the macroenvironment, which can be divided into four sectors: political environment, economic environment, social environment, technological environment

a,b are correct

analysis of the competitive environment for its five main components: buyers, suppliers, competitors within the industry, potential new competitors, substitutes

assessment of opportunities and threats of technological aspects of the external environment that affect the company's business

identification of political, economic, social and technological aspects of the external environment that affect the company's business

assessment of the strengths and weaknesses of the enterprise, its capabilities and threats, as well as conclusions about the need for certain strategic changes

firms with a power strategy, working, as a rule, in the field of big business, are characterized by a high level of mastered technology, mass production

firms that have outlived their age and are engaged in the production of products or services, or partially obsolete, or that have limited demand only within the national or regional market

firms that break up due to the impossibility of their effective operation, or firms that are diversified with a complete change in the profile of activity and full or partial replacement of old technological processes, as well as changes in staff

financial and dynamic

static and economic

economic and dynamic

static and dynamic

inefficient financial management, instability of the tax system, aging and depreciation of fixed assets, declining real incomes, inflexible management

rising unemployment, declining domestic market, increasing market monopoly, instability of the foreign exchange market, inflexible management

insufficient knowledge of market conditions, reduction of the domestic market, imperfect management of production costs, inflexible management

high level of commercial risk, insufficient knowledge of market conditions, inefficient financial management, imperfect management of production costs, inflexible management

firms engaged in the production of products or services, or having unlimited demand within the national or regional market only

firms that have outlived their age and are engaged in the production of products or services, or partially obsolete, or that have limited demand within only the national or regional market

firms that have outlived their age and are engaged in the production of products or services, or partially obsolete, or have limited demand within the international market only

restructuring the structure, differentiation of management functions, improving efficiency

achieving a mature state, a stable position in the market

the emergence of the firm in a market economic environment, the formation of its original structure

the destructuring of the firm, the termination of its existence in its original form

rising unemployment, declining domestic market, increasing market monopoly, instability of the foreign exchange market

insufficient knowledge of market conditions, inefficient financial management, imperfect management of production costs

inefficient financial management, instability of the tax system, aging and depreciation of fixed assets, declining real incomes

SPACE-analysis

SWOT analysis

PEST analysis

functional and cost

achieving a mature state, a stable position in the market

the emergence of the firm in a market economic environment, the formation of its original structure

restructuring of the structure, differentiation of management functions, improving efficiency

regulation of the development of firms at both regional and state levels