Enterprise competitiveness. Coursework "management of enterprise competitiveness"

10.10.2019

1. Enterprise competitiveness

Competitiveness enterprises- this is its advantage in relation to other enterprises of this industry within the country and abroad. Competitivenessis not an immanent quality of the firm, which means that the competitiveness of a firm can only be assessed within a group of firms belonging to the same industry, or firms producing similar goods (services).

Competitivenesscan only be revealed by comparing these firms with each other, both on a national scale and on a global market scale. Thus, the competitiveness of a firm is a relative concept: the same firm within, for example, a regional industry group can be recognized as competitive, but not within the global market or its segment. Assessment of the degree of competitiveness, i.e. identifying the nature of the competitive advantage of a firm in comparison with other firms, is primarily in the choice of basic objects for comparison, in other words, in the choice of a leading company in the industry of the country or abroad.

Such a leading company should have the following parameters:

the commensurability of the characteristics of the products produced by the identity of the needs that satisfy with its help;

commensurability of market segments for which the manufactured products are intended;

the commensurability of the phase of the life cycle in which the firm operates.

Thus, the competitive advantage of one firm over another can be assessed when both firms satisfy identical customer needs related to related market segments. At the same time, firms are approximately in the same phases of the life cycle. If these conditions are not met, the comparison will be incorrect.

Further, based on the fact that competitiveness reflects the productivity of the use of the company's resources, to assess it, it is necessary to choose criteria for the productivity of the use of resources. In the event that the activity of the company is related to making a profit, and the total resources are estimated in monetary terms, the productivity of the use of resources by the company can be assessed by the indicator of production profitability, i.e. the ratio of profits received in a particular period to the resources spent in the same period, estimated as production costs. In addition, for an objective assessment of the company's competitiveness, its management needs the ability to monitor the market, especially outside the country. The complexity, and sometimes complete lack of access to information about the activities of competitors, can create an unreasonable opinion among the company's management about the superiority of the company over competitors, lead to complacency and weakening of efforts related to maintaining the required level of competitive advantage of their company.

At present, in order for the firm to be competitive in the struggle with leading firms, completely new approaches to the organization of production and management are required than those that managers were guided by in the past. And, first of all, new approaches are needed in investment policy, when carrying out technical reconstruction at the enterprise, in the process of introducing new equipment and technology.

Competitivenessenterprises depends on a number of factors that can be considered components (components) of competitiveness.

They can be divided into three groups of factors:

technical and economic;

commercial;

legal.

Techno-economic factors include: quality, selling price and costs of operation (use) or consumption of products or services. These components depend on the productivity and intensity of labor, production costs, high technology products, etc.

Commercial factors determine the conditions for the sale of goods in a particular market and include:

market conditions (severity of competition, the relationship between supply and demand for a given product, national and regional market features that affect the formation of effective demand for a given product or service);

the service provided (availability of the manufacturer's dealer and distribution points and service stations in the buyer's region, the quality of maintenance, repairs and other services provided);

image of the company (trademark popularity, reputation of the company, company, country);

Regulatory factors reflect the requirements of technical, environmental and other (possibly moral and ethical) safety of using the product in this market, as well as patent and legal requirements (patent cleanliness and patent protection). In case of non-compliance of the goods with the norms and requirements of standards and legislation in force in the period under review on this market, the goods cannot be sold on this market. Therefore, the assessment of this group of factors and components using the coefficient of compliance with the standards is meaningless.

The high competitiveness of the company is a guarantee of high profits in market conditions. At the same time, the company aims to achieve a level of competitiveness that would help it survive in a sufficiently long time period. In this regard, any organization faces the problem of strategic and tactical management of the development of the enterprise's ability to survive in changing market conditions.

Competitiveness management involves a set of measures for the systematic improvement of the product, the constant search for new channels for its sale, new groups of buyers, improvement of service, advertising. The basis of the competitiveness of the enterprise is the competitiveness of its products.

2. Factors of competitiveness

Factors of competitiveness- these are the phenomena and processes of the production and economic activity of the enterprise and the socio-economic life of society that cause a change in the absolute and relative value of production costs, and as a result, a change in the level of competitiveness of the enterprise. Factors can change the competitiveness of an enterprise upwards and downwards.

Competitiveness factors include:

financial position of the enterprise;

the state of the base for own R&D and the level of expenditures on them;

availability of advanced technology;

availability of highly qualified personnel;

ability to product and price maneuvering;

availability of a distribution network;

maintenance status;

the possibility of lending;

solvency of the main buyers.

The competitiveness of an enterprise consists of the following factors:

1. resource- resource costs per unit finished products;

. price- the level and dynamics of prices for all used resources and finished products;

. "environmental factor» - this factor includes: the economic and political situation in the country and the degree of influence of the state on the market counterparty.

The whole set of factors of competitiveness of the enterprise in relation to it is divided into external and internal.

Internal factors- objective criteria that determine the ability of an enterprise to ensure its own competitiveness (scientific and technical potential, financial and economic potential, personnel potential, advertising effectiveness, conditions for storage, transportation, packaging of products, the level of service and warranty service, etc.)

External factors- socio-economic and organizational relations that allow the enterprise to create products that are more attractive in terms of price and non-price characteristics.

External factors should be understood as:

Measures of state influence: economic nature (depreciation, tax, financial and credit policy); administrative nature (improvement and implementation of legislative acts, demonopolization of the economy, the state system of standardization and certification);

The main characteristics of the market itself of the activity of this enterprise (its type and capacity, the presence and capabilities of competitors);

Activities of public and non-state institutions;

The activities of political parties, movements, blocs that form the socio-economic situation in the country.

Quality comes first

Currently, there is a trend in the economy in which such an indicator as quality plays one of the leading roles in managing the production of products, and its subsequent movement. In developed countries, quality management in an enterprise attracts special attention from all departments that affect the quality of products or services provided. For better interaction and, consequently, for a more efficient result, various approaches to quality management are being developed at Western enterprises.

Product quality (including novelty, technical level, absence of defects in execution, reliability in operation) is one of the essential funds competition, gaining and maintaining positions in the market. Therefore, companies pay special attention to ensuring high quality products, establishing control at all stages of the production process, starting with quality control of the raw materials and materials used and ending with the determination of the compliance of the released product with the technical characteristics and parameters, not only during its testing, but also in operation, and for complex types of equipment - with the provision of a certain warranty period after the installation of the equipment at the customer's enterprise. Therefore, product quality management has become a major part of the production process and is aimed not so much at identifying defects or defects in finished products as at checking the quality of the product during its manufacture.

The most important source of growth in production efficiency is the constant improvement of the technical level and quality of products. Technical systems are characterized by strict functional integration of all elements, so they do not have secondary elements that can be poorly designed and manufactured. Thus, the current level of development of scientific and technical progress has significantly tightened the requirements for the technical level and quality of products in general and their individual elements. A systematic approach allows you to objectively choose the scope and direction of quality management, types of products, forms and methods of production that provide the greatest effect of efforts and funds spent on improving product quality. A systematic approach to improving the quality of manufactured products makes it possible to lay the scientific foundations for industrial enterprises, associations, and planning bodies.

One of the most important factors in the growth of production efficiency is the improvement in the quality of products. Improving the quality of manufactured products is currently regarded as a decisive condition for its competitiveness in the domestic and foreign markets. The competitiveness of products largely determines the prestige of the country and is a decisive factor in increasing its national wealth.

A lot of attention is paid to product quality management in all countries. IN last years formed a new approach, a new strategy in quality management.

It is characterized by a number of points:

quality assurance is understood not as a technical function implemented by any one unit, but as a systematic process that permeates the entire organizational structure of the company;

the new concept of quality must meet the appropriate organizational structure of the enterprise;

quality issues are relevant not only within the production cycle, but also in the process of development, design, marketing and after-sales service;

quality should be focused on meeting the requirements of the consumer, not the manufacturer;

improving product quality requires the use new technology production, from design automation to automated measurement in the quality control process;

a comprehensive improvement in quality is achieved only by the interested participation of all employees.

All this is feasible only when a well-organized quality management system is in place, aimed at the interests of consumers, affecting all departments and acceptable to all personnel.

In industrialized countries, many firms and companies operate quality systems that successfully ensure the high quality and competitiveness of their products. For the most part, these systems are similar to domestic integrated product quality management systems (QMS), but unlike them, they are much more efficient.

The composition and essence of quality systems is regulated by international standards for product quality management. For consumers, the availability of such systems from product manufacturers is a guarantee that they will be supplied with products of the required quality in full compliance with agreements (contracts). Therefore, when concluding contracts, the consumer often requires checking the manufacturer's quality assurance system for compliance with its requirements of international standards. Thus, Russian enterprises cannot do without such kind of product quality assurance systems.

Legal support of product quality management consists in the use of means and forms of legal influence on the bodies and objects of management of the organization at all stages of the product life cycle in order to ensure its high quality. Legal support of product quality management is aimed at solving the following main tasks:

legal regulation of relations developing at all levels of product quality management;

creation of a regulatory framework that provides proper legal regulation for the effective implementation of product quality management functions;

protection of the rights and interests of employees arising from labor relations.

By establishing product quality control, the organization is obliged to fulfill the basic requirements for conducting production processes and ensuring the appropriate product quality. At the same time, the quality of the product can be determined different ways A: according to the sample, according to the specification, based on the standard, according to the preliminary inspection and others.

Only a lack of understanding of the quality problem can explain such statements by managers as “product quality management means tightening product acceptance”, “product quality management means more active standardization”, “quality management is statistics”, “quality management in practice seems to be a very laborious process” , “let the acceptance or control department deal with product quality management issues”, “the company's success in product quality management excludes the implementation of additional measures”, “quality management is not related to the enterprise administration or the sales department”.

In a highly competitive environment, firms will be able to successfully develop only by introducing systemic product quality management. The growing demands to improve the quality of products is currently one of the characteristic features of the world market.

Product quality management should be carried out systematically, i.e. the enterprise should have a product quality management system, which is an organizational structure that clearly allocates responsibilities, procedures, processes and resources necessary for quality management.

In recent years, the ISO 9000 series standards, which reflect international experience in product quality management at the enterprise, have become widespread. In accordance with these documents, a quality policy is distinguished - a quality system itself, including the provision, improvement and management of product quality.

New approaches to the problem of quality require manufacturers to take into account the market factor more and more fully, a shift from administrative levers of quality control to predominantly organizational - economic measures quality management, the transition to a flexible standardization system that allows manufacturers to quickly respond to the changing requirements of the domestic and foreign markets for the quality of goods, the organization of work on the transition to ensuring high quality products in the future.

Quality improvement problem- one of the main tasks of the development of the economy of our country. In recent years, in all advanced countries there has been a growing interest in improving the quality of products. The problem of product quality is universal in the modern world and plays an important role in our lives. Much depends on how successfully it is solved in the economic and social life of the country. An objective factor that explains many of the underlying causes of our economic and social difficulties, declining rates economic development over the past decades, on the one hand, and the reasons for increasing the efficiency of production and living standards in the developed countries of the West, on the other hand, is the quality of the created and manufactured products.

The quality of the product, its operational safety and reliability, design, the level of after-sales service are the main criteria for the modern buyer when making a purchase, and, therefore, determine the success or failure of the company in the market.

The modern market economy presents fundamentally “new”

product quality requirements. This is due to the fact that now the survival of any company, its stable position in the market of goods and services are determined by the level of competitiveness. In turn, competitiveness is associated with the action of several

dozens of factors, among which two main levels of price and product quality can be distinguished. At the same time, product quality is gradually coming to the fore. Labor productivity, economy of all types of resources give way to product quality.

The latest approach to entrepreneurial strategy is to "understand" that quality is the most effective tool meeting the requirements of consumers and at the same time reducing production costs.

The role of quality has increased, quality is becoming a factor determining the possibility of selling products and ensuring the competitiveness of the enterprise.

Thus, the transition was gradually carried out from the production of large volumes of the same type of products, from which the consumer chooses the most suitable for him, to the manufacture of individual products to order with specified properties (quality) for a specific consumer, at a certain price (optimal price-quality ratio) to the desired time (just in time).

Quality only in the face of intense and fierce competition has become a decisive factor in survival. At present, it is obvious that the competitiveness of any enterprise depends primarily on the quality of its products and the price-quality ratio.

Competitiveness forms the price of products

Today, the competitiveness of a company depends not so much on what it does, but on how it does it. Company goal- get as close as possible to the end user. This requires the utmost degree of flexibility and high responsiveness.

Competitivenessis a set of consumer and cost characteristics of a product that determine its success in the market.

Consumers increasingly see only small differences between competing offerings. And no marketing tricks are working anymore. In a crowded marketplace, the consumer is surrounded by identical-looking products and substitutes that perform the same functions.

competitive product- this is a product that compares favorably with analogues-competitors according to the system of qualitative and socio-economic characteristics. Competitive is the product, the complex of consumer and cost properties of which ensures its commercial success in the market.

The production of such goods at enterprises in modern conditions depends on how successfully the problems associated with the competitiveness of products are solved. Only by solving this problem, the enterprise can function effectively and develop in a market environment. The successful operation of enterprises in a competitive environment depends on a system of interrelations of an external and internal nature. Based on the general competitive matrix of M. Porter, the greatest impact on the competitiveness of enterprises is exerted by:

· Product Leadership- based on the principle of product differentiation. In this case, the focus is on: improving products, giving them greater consumer utility, developing branded products, design, after-sales and warranty service, creating an attractive image, etc.

· Price leadership- This path is provided by the enterprise's ability to reduce production costs. Here the main role is given to production. Close attention is directed to: the stability of investments, the standardization of goods, cost management, the introduction of rational technologies, cost control, and the like.

· Niche leadership- manifests itself in focusing product or price advantages on a specific market segment. Moreover, this specialized segment should not attract much attention from stronger competitors. Such leadership, as a rule, is used by small businesses.

Price leadership of the company is one of the most important marketing and financial tools. The price of the product and the success of each company depend on the effectiveness of the pricing strategy. A well-established price acquires special significance in the conditions of the most severe competition.

Under conditions of price leadership, one of the firms in the industry receives the status of a price leader recognized by others, which regulates the price of products by raising or lowering it, and all other firms form its competitive environment, being in fact price takers (at the same time, the price, unlike perfect competition, is not set market, but a leading firm).

The price leader assumes the risk of being the first to start adjusting the price to the changed market conditions, assuming that other firms will follow his decision. If this does not happen, and the follower firms do not agree to the price change, the price leader will suffer losses until it returns to the original price level.

Competitive pricing is aimed at maintaining price leadership in the market.

Here are the following methods: price war, skimming price, penetration price, price along the learning curve:

· Price wars- are used, as a rule, in the market of monopolistic competition.

· Cream skim price(or prestigious prices) - is set for new, fashionable, prestigious goods.

· Penetration price- involves setting lower initial prices relative to competitors' prices.

· Price per learning curve- represents a compromise between the price of skimming and penetration.

In addition to external factors, price formation can also be influenced by internal factors: consumer behavior, the positions of participants in the distribution of goods, the policy of competitors, the value of their own costs for the production of goods, etc. There are two main ways to set prices for manufactured products from market opportunities (purchasing power) and based from the cost of producing and marketing the product. The first method is called demand-based pricing, and the second is called cost-based pricing. The third, less common, but also important way is pricing based on the prices of competitive products. Cost pricing The simplest way of pricing is to charge a certain margin on the cost of goods. This method is widely used in both market and non-market sectors of the economy. To reduce production costs, organizations must have a well-established technology and the necessary production capacities, use all the possibilities of the existing infrastructure. The cost of production is based on two types of basic costs: labor intensity of production and material costs.

Reducing the labor intensity of products, increasing labor productivity can be achieved in various ways. The most important of them are the mechanization and automation of production, the development and application of progressive, high-performance technologies, the replacement and modernization of outdated equipment. However, some measures to improve the applied equipment and technology will not give the proper return without improving the organization of production and labor. Often enterprises, firms acquire or rent expensive equipment without being prepared for its use. As a result, the utilization rate of such equipment is very low. The funds spent on the acquisition do not bring the expected result.

Importance to increase labor productivity, it has a proper organization: preparation of the workplace, its full load, the use of advanced methods and techniques of labor, as well as qualified personnel.

Material costs for the manufacture of the company's products have a great influence. To do this, the company must constantly reduce the cost of materials by searching for the cheapest and highest quality, technologically advanced, etc.

So, the most important ways to reduce the cost of production is to save all types of resources (material, labor) consumed in production. But to establish the optimal price, one cannot use only cost pricing, it is necessary to take into account the peculiarities of current demand and competition.

Thus, in market conditions, pricing is a complex process, influenced by many factors. The choice of a general orientation in pricing, approaches to determining prices for new and already manufactured products, services rendered in order to increase sales volumes, turnover, increase production levels, maximize profits, and strengthen the company's market position is carried out as part of marketing.

Price setting- one of essential elements, which directly affects sales activities, since the level and ratio of prices for certain types of products, especially for competing products, have a decisive influence on the volumes of purchases made by customers. Prices are closely related to all components of the competitiveness of the company and its activities as a whole. Real commercial results largely depend on prices, and the right or wrong pricing policy has a long-term impact on the company's position in the market. At the same time, the pricing policy of many firms, especially in Russia, often turns out to be insufficiently qualified. The most common mistakes are: pricing is overly cost-oriented; prices are poorly adapted to changes in the market situation; prices are not structured enough across product options and market segments. These shortcomings are largely due to the legacy of the planned economy, when prices were determined by directives or only on the basis of costs, and the lack of knowledge of Russian managers in the field of marketing. Therefore, it is very important to use the developed marketing approaches.

Competitiveness Management

The market economy in the Russian Federation is gaining momentum. Along with it, competition is gaining strength as the main mechanism for regulating the economic process. In modern economic conditions, the activity of each economic entity is the subject of attention of a wide range of participants in market relations interested in the results of its functioning. In this regard, the relevance of the competitiveness of an enterprise is obvious: in order to ensure the survival of an enterprise in modern conditions, management personnel must, first of all, be able to realistically assess the financial condition of both their enterprise and existing potential competitors.

Financial condition- the most important characteristic of the economic activity of the enterprise. It determines the competitiveness, potential in business cooperation, assesses the extent to which the economic interests of the enterprise itself and its partners are guaranteed in financial and production terms. However, for the successful functioning of the enterprise and the achievement of its set goal, one ability to realistically assess the financial condition is not enough.

Competitionis a civilized and legalized form of struggle of market entities, for best conditions production and marketing of their products in order to make a profit. The concept of competitiveness of an enterprise is very multifaceted and applies to all components of the enterprise, such as a product and its main characteristics, as well as organizational, financial and production characteristics of the enterprise itself. The theoretical basis of the study is based on scientific concepts such scientists as M. Porter, I. Ansoff, D. Norton and R. Kaplan, L. Greiner and others.

In his research, M. Porter offers three fundamental concepts. First - the main competitive forces- identifies the five main competitive forces that, in his opinion, determine the intensity of competition in any industry. The second - "Strategy of competitive struggle, Porter writes, are defensive or offensive actions aimed at achieving a strong position in the industry, successfully overcoming the five competitive forces and thereby generating higher returns on investments. The third is the value chain.“Competitive advantage cannot be understood when looking at the firm as a whole,” writes Porter. The real advantage in cost minimization and differentiation is to be found in the chain of actions a firm takes to deliver value to its customers. When conducting a detailed strategic analysis and choosing a strategy, Porter suggests turning specifically to the value chain. He identifies five primary and four secondary activities that make up such a chain in any firm.

Norton and Kaplan suggested using a balanced scorecard.

In their opinion, the choice of an organization's strategy includes:

the choice of the market that the organization plans to serve;

customer choice;

identification of key business processes necessary to meet customer needs;

determination of the individual and organizational abilities of the personnel that are required to achieve the goals in these areas.

In the classical model, performance evaluation was carried out according to four components (perspectives): financial, client, internal business processes, innovations and training. The company can choose its prospects depending on the specifics, corporate culture and preferences. A company can also choose more than four prospects.

Another scientist, L. Greiner, proposed a model based on the stages of the organization's life path.

According to Grainer, five key factors are most important for building an organizational development model:

the age of the organization;

the size of the organization;

stages of evolution;

stages of the revolution;

industry growth rates.

Greiner consistently distinguishes five stages of evolution and revolution in life path organizations, calling them "growth stages". Each stage is both a consequence of the previous one and the cause of the next stage. Each evolutionary period is characterized by a dominant management style used to sustain growth, while each revolutionary period is characterized by a dominant management problem that must be resolved before growth can continue.

At all strategic competitiveness- this is the competitiveness of economic entities, when their independent actions effectively limit the ability of each of them to unilaterally influence the general conditions for the circulation of goods on the corresponding commodity market.

To create a competitive enterprise, one must not only modernize production and management, but also clearly know why this is being done, what goal should be achieved. The main thing in this case should be one thing: the ability to determine, quickly and effectively use their comparative advantages in the competitive struggle. All efforts must be directed to the development of those aspects that distinguish you from potential or real competitors. Not without reason, many leading firms have formulated their comparative advantages in the form of slogans, rules that all its employees must follow.

Achieving competitiveness- the strategic goal of each organization. To solve this problem, it is necessary to develop a concept for managing the competitiveness of an organization, which is currently the guarantor of successful entrepreneurial activity. For the management of the organization, it is important to know what factors contribute to the level of increasing competitiveness in order to be able to manage or, conversely, to refuse futile rivalry in areas where the chances of winning are low. The need to assess competitiveness is due to a number of reasons: firstly, competitiveness is a dynamic indicator, therefore it makes sense to study the characteristics of competitiveness only in relation to a specific point in time, taking into account changes in market conditions, the management strategy should change accordingly; secondly, the company is influenced by the "five forces of competition", which makes it constantly compare their positions and real competitors. In modern conditions, there is increased competition, as a result of which business leaders are in constant search management tools and levers to increase competitiveness adequate to the conditions of competition, and hence a preliminary assessment of competitiveness. Not all existing methods for assessing competitiveness are fully suitable for a particular organization. It should also be noted that the choice of method depends not only on its applicability to a particular organization, but also on the financial component of this organization. After all, some methods are costly, others require the invitation of experts to assess competitiveness. Another criterion for choosing a method is time, because not all evaluation methods are carried out quickly. It is important not only to evaluate competitiveness, but to choose the method that is most appropriate for the position and activities of the organization, as well as the market conditions in which the organization is located. Therefore, it is very important to choose the right method that is most suitable for the current situation. Strategic competitiveness, unlike operational, focuses on the long-term component. At the same time, with operational competitiveness, the main emphasis is on marketing components, because the main criteria are higher product quality, lower prices, better service delivery, etc. Strategic competitiveness must be based on the long-term strategy of the organization, as well as a wider range of organization indicators. This includes financial indicators, and the quality of personnel, and product quality, and the level of management, etc.

Increasing the strategic competitiveness of an enterprise cannot be achieved randomly; a sound management system is needed. To do this, the management of the enterprise must not only conduct a systematic analysis of the markets in which it operates, adequately assess its level of competitiveness and identify the opportunities and shortcomings of competitors, but also exert a control influence on its own competitiveness in order to increase it through the effective use of existing competitive advantages. Enterprise Competitiveness Managementin market conditions is the rational use of existing competitive advantages, building up promising ones, identifying and creating potential ones, as well as assessing, analyzing and taking into account market environment factors that increase or decrease the competitiveness of an enterprise in the course of its economic activity for the production of competitive products, goods, services, selection and implementation of the appropriate strategy and tactics to achieve the intended development goal.

Bibliography

competitiveness quality labor intensity products

1.Competitive strategy: Methodology for analyzing industries and competitors / transl. from English. I. Minervina; - M.: "Alpina Publisher", 2011

2.Competitive advantage: How to achieve a high result and ensure its sustainability / per. from English. E. Kalinina. - M.: "Alpina Publisher", 2008 (2nd ed. - 2008).

.Finance of organizations (enterprises): Textbook Lapusta M.G., Mazurina T.Yu., Skamai L.G. 2008

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1. The concept, essence and factors of competitiveness

1.1 The concept and essence of competitiveness

Competitiveness - this property of an object, characterized by the degree of actual or potential satisfaction of a specific need by it in comparison with similar objects presented on the market. Competitiveness determines the ability to withstand competition in comparison with similar objects in a given market.

The competitiveness of an object is determined in relation to a specific market, or to a specific group of consumers, formed according to the relevant signs of strategic market segmentation. If the market in which the object is competitive is not indicated, this means that this object at a particular time is the best world model. In the conditions of market relations, competitiveness characterizes the degree of development of society. The higher the country's competitiveness, the higher the standard of living in that country.

Enterprise competitiveness - this is a relative characteristic that expresses the differences in the development of a given firm from the development of competitive firms in terms of the degree to which their products satisfy the needs of people and the efficiency of production activities. The competitiveness of an enterprise characterizes the possibilities and dynamics of its adaptation to the conditions of market competition.

Let's formulate general principles that give manufacturers a competitive edge:

The focus of each and every employee on the action, on the continuation of the work begun.
Proximity of the enterprise to the client.
Creation of autonomy and creative atmosphere in the enterprise.
Productivity growth through the use of people's abilities and their desire to work.
Demonstration of the importance of common values for the enterprise.
The ability to stand firm.
Ease of organization, minimum levels of management and staff.
The ability to be soft and hard at the same time. Keep under tight control the most important problems and transfer less important to subordinates.

As the world practice of market relations shows, the interconnected solution of these problems and the use of these principles guarantees an increase in the competitiveness of an enterprise.

The competitiveness of products and the competitiveness of the enterprise-manufacturer of products are related to each other as a part and a whole. The ability of a company to compete in a particular product market directly depends on the competitiveness of the product and the totality of the economic methods of the enterprise's activities that affect the results of competition.

Since the competition of enterprises in the market takes the form of competition of the products themselves, the importance of the properties communicated to the products of the enterprise that manufactures and sells it on the world market increases.

In order to more fully illuminate the essence of the competitiveness of products, in our opinion, it is necessary to give as complete a picture of the product (goods) as possible.

As you know, the product - the main item on the market. It has cost and use value (or value), has a certain quality, technical level and reliability, usefulness set by consumers, efficiency indicators in production and consumption, and other very important characteristics. It is in the product that all the features and contradictions of market relations in the economy are reflected. The product is an accurate indicator of the economic strength and activity of the manufacturer. The effectiveness of the factors that determine the position of the manufacturer is checked in the process of competitive rivalry of goods in the conditions of a developed market mechanism, which makes it possible to identify the differences between a given product and a competitor product both in terms of the degree of compliance with a specific social need and the cost of satisfying it. To do this, the product must have a certain competitiveness.

It is determined in the literature that the competitiveness of a product is such a level of its economic, technical, operational parameters that allows it to withstand rivalry (competition) with other similar products on the market. In addition, competitiveness, a comparative characteristic of the product, containing a comprehensive assessment of the entire set of production, commercial, organizational and economic indicators in relation to the identified market requirements or properties of another product. It is determined by the totality of consumer properties of a given product - a competitor in terms of the degree of compliance with social needs, taking into account the costs of satisfying them, the conditions of delivery and operation in the process of production and (or) personal consumption.

Competition is a necessary phenomenon provided that supply exceeds demand and, as a rule, occurs between goods, and not producers. There are the following types of competition: functional, specific, subject, price, hidden, price, illegal.

We must not forget that competitiveness is, first of all, only a comparative, and therefore a relative assessment of the properties of a product. If there were no competitors on the market, with whose goods the consumer compares the manufacturer's goods, then it would be impossible to speak about its competitiveness.

The complex of product competitiveness consists of three groups of elements: technical, economic and socio-organizational.

The technical parameters are the most stringent. According to them, one can judge the purpose of the product, its belonging to a certain type (class) of products. These are also characteristics reflecting technical and design solutions. This includes standards, norms, rules, legislative acts that define the limits of change in technical parameters. These are also ergonomic indicators that reflect how the product corresponds to the properties of the human body and its psyche (ease of operation, fatigue rate, degree of docking between a person and a machine).

Economic parameters are represented by the value of the cost of producing a product: its price, the cost of transportation, installation, repair, operation and maintenance, staff training. Together, these costs form the price of consumption. The consumption price is usually higher than the selling price. The buyer makes expenses not only for the purchase of goods, but also for its consumption. The most competitive is not the product for which they ask for the minimum price on the market, but the one that has the minimum consumption price for the entire period of its service with the buyer.

Socio-organizational parameters - this is an account of the social structure of consumers, national characteristics in the organization of production, marketing, advertising of goods.

1.2 Criteria and factors of competitivenessenterprises

An analysis of the competitive position of an enterprise in the market involves clarifying its strengths and weaknesses, as well as those factors that, to one degree or another, affect the attitude of buyers towards the enterprise and, as a result, change its share in sales in a particular product market. Faced with international and domestic competition, according to the French economists A.Ollivier, A.Dian and R.Urse, it must secure a level of competitiveness in eight factors. This:

the concept of goods and services on which the activity of the enterprise is based;
quality, expressed in the conformity of the product to the high level of products of market leaders and identified through surveys and comparative tests;
the price of the goods with a possible margin;
finance - both own and borrowed;
trade - in terms of commercial methods and means of activity;
after-sales service, providing the company with a permanent clientele;
foreign trade of the enterprise, allowing him to positively manage relations with the authorities, the press and public opinion;
pre-sales preparation, which indicates his ability not only to anticipate the needs of future consumers, but also to convince them of the exceptional capabilities of the enterprise to meet these needs.

Assessing the capabilities of the enterprise on these eight factors allows you to build a hypothetical "polygon of competitiveness" (Fig. 1.1).

Rice. 1.1. Competitiveness Polygon

If we approach the assessment of the competitive capabilities of a number of firms in the same way, imposing schemes on each other, then, according to the authors, one can see the strengths and weaknesses of one enterprise in relation to another.

A very similar point of view is expressed by domestic economists. In particular, the “key factors of market success” include: “the financial position of the enterprise, the development of the base for its own R&D and the level of expenses for them, the availability of advanced technology, the availability of highly qualified personnel, the ability to product (and price) maneuvering, the availability of a sales network and experienced marketing personnel, the state of maintenance, the ability to lend to its exports (including with the help of state organizations), the effectiveness of advertising and public relations systems, the availability of information, the creditworthiness of the main buyers.

The analysis of the selected factors, according to the authors, is to identify strengths and weaknesses both in their activities and in the work of competitors, which can, on the one hand, avoid the most acute forms of competition, and on the other hand, use their advantages and weaknesses. competitor.

A number of other authors, analyzing the factors of enterprise competitiveness, offer other principles of systematization. In particular, it is proposed to classify them depending on the intended purpose of the created product of labor.

For enterprises that create consumer goods, there are:

a) commercial conditions - the ability of the company to provide customers with consumer or commercial loans, discounts from the list price, discounts on the return of goods previously purchased from the company that used their economic resource, the possibility of concluding barter (barter) transactions;

b) organization of a distribution network - the location of a network of stores, supermarkets, their availability to a wide range of customers, demonstration of products in action in the showrooms and showrooms of the company or its resellers, at exhibitions and fairs, the effectiveness of ongoing advertising campaigns, the impact of PR;

c) organization of technical maintenance of products - the scope of services provided, terms warranty repair, the cost of post-warranty service, etc.;

d) representation of consumers about the company, its authority and reputation, its product range, service, the impact of the company's trademark on attracting the attention of buyers to its products;

e) the impact of market development trends on the firm's position in the market.

The competitiveness of enterprises processing raw materials is influenced, first of all, by such factors as the amount of profit received from the processing of raw materials, which depends on the quality and cost characteristics of raw materials, as well as the cost of other production resources - labor, fixed capital, consumed fuel and energy; the state of the market situation for the final product of processing raw materials, price dynamics as a result of fluctuations in supply and demand, the cost of transporting raw materials to the place of processing or consumption; forms of commercial and other relations between producers and consumers.

The level of competitiveness of commodity firms is largely determined by what goods they trade, where and how these goods are consumed.

But, perhaps, the most fundamental study of the factors of competitiveness of enterprises was given in the works of M. Porter. At the same time, the factors of competitiveness are understood by him as one of the four main determinants of competitive advantage along with the strategy of firms, their structure and competitors, demand conditions and the presence of related or related industries and enterprises that are competitive in the world market.

All these four determinants constitute, according to M. Porter, a system (rhombus), “the components of which are mutually reinforcing. Each determinant influences all the others. ... In addition, advantages in one determinant can create or enhance advantages in others ”(Fig. 1.2) .

To gain and maintain advantages in knowledge-intensive industries, which form the basis of any developed economy, it is necessary to have advantages in all components of the system.

Competitive advantage based on one or two determinants is also possible. But only in industries with a strong dependence on natural resources or industries that do not use related technologies and highly skilled labor. However, this advantage is usually short-term and is lost with the entry of large companies and firms into this market.

Rice. 1.2. Factors of competitiveness

Therefore, the advantages for each individual component of the system is not a prerequisite for competitive advantage in the industry. Only the interaction of advantages in all determinants provides a synergistic (self-reinforcing) effect of the system.

From the approach outlined above, it is clear how great the role of the correct identification and use of competitiveness factors is.

M. Porter directly connects the factors of competitiveness with the factors of production. He presents all the factors that determine the competitive advantages of an enterprise and a firm in the industry in the form of several large groups:

Human resources- Quantity, qualification and cost of labor force.
Physical Resources- quantity, quality, availability and cost of land, water, minerals, forest resources, sources of hydroelectric power, fishing grounds; climatic conditions And geographical position home country of the enterprise.
Knowledge resource- the amount of scientific, technical and market information that affects the competitiveness of goods and services and is concentrated in academic universities, state industry research institutes, private research laboratories, market research data banks and other sources.
Cash resources- the amount and value of capital that can be used to finance industry and an individual enterprise. Naturally, capital is heterogeneous. It comes in forms such as unsecured debt, secured debt, stocks, venture capital, speculative securities, and so on. Each of these forms has its own operating conditions. And taking into account the different conditions of their movement in different countries, they will largely determine the specifics of the economic activities of entities in different countries.
Infrastructure- the type and quality of the existing infrastructure and the fees for using it, which affect the nature of competition. These include the country's transportation system, communications system, postal services, transfer of payments and funds from bank to bank within and outside the country, the health and cultural system, housing stock and its attractiveness in terms of living and working.

Industry specifics, of course, impose their significant differences on the composition and content of the applied factors.

All factors influencing the competitiveness of an enterprise, M. Porter proposes to divide into several types.

First, on the main and developed. The main factors are natural resources, climatic conditions, the geographical location of the country, unskilled and semi-skilled labor, debit capital.

Developed factors are a modern information exchange infrastructure, highly qualified personnel (specialists with higher education, specialists in the field of computers and PCs) and research departments of universities involved in complex, high-tech disciplines.

The division of factors into basic and developed is rather conditional. The main factors exist objectively or require insignificant public and private investments to create them. As a rule, the advantage created by them is unstable, and the profit from use is low. They are of particular importance for extractive industries, industries related to agriculture and forestry, and industries that mainly use standardized technology and low-skilled labor.

Much more important for competitiveness are developed factors, as factors of a higher order. Their development requires significant, often long-term investments of capital and human resources. Besides, necessary condition the very creation of developed factors is the use of highly qualified personnel and high technologies.

A feature of developed factors is that, as a rule, they are difficult to acquire on the world market. At the same time, they are an indispensable condition for the innovative activity of the enterprise. The success of enterprises in many countries of the world is directly related to a solid scientific base and the availability of highly qualified specialists.

Developed factors are often built on the basis of basic factors. That is, the main factors, not being a reliable source of competitive advantage, at the same time must be of sufficient quality to allow the creation of related developed factors on their basis.

Another principle of division of factors is the degree of their specialization. In accordance with this, all factors are divided into general and specialized.

General factors, to which M. Porter refers the system of roads, debit capital, personnel with higher education, can be used in a wide range of industries.

Specialized factors are highly specialized personnel, specific infrastructure, databases in certain areas of knowledge, other factors used in one or a limited number of industries. An example is now being developed under contract for a specialized software, rather than standard general purpose software packages.

It should be noted that these factors are associated with the use of such a mobile type of capital as venture capital.

Common factors tend to provide competitive advantages of a limited nature. They are available in a significant number of countries.

Specialized factors, which are sometimes based on general ones, form a more solid, long-term basis for ensuring competitiveness. Financing the creation of these factors is more targeted and often more risky, which, however, does not mean that the state will not participate in such financing.

From the foregoing, we can conclude that it is most possible to increase the competitiveness of an enterprise if it has developed and specialized factors. The level of competitive advantage and the possibility of strengthening it depend on their availability and quality.

A competitive advantage based on a combination of basic and general factors is an advantage of a lower order (extensive type), which is short-lived and unstable.

It should be noted that the criteria for classifying factors as developed or specialized are constantly being tightened. This is the result of the impact of NTP. What today is considered at the level of a developed factor (let's say scientific knowledge), tomorrow will be attributed to the main one. Similarly, with the degree of specialization (for example, the same scientific knowledge). There is also an upward trend. “It also applies to human resources, infrastructure and even sources of capital.” Therefore, the factor resource as the basis of a long-term competitive advantage is depreciated if it is not constantly improved and made more specialized.

And, finally, another classification principle is the division of competitiveness factors into natural (that is, inherited by themselves: natural resources, geographical location) and artificially created. It is clear that the latter are factors of a higher order, which ensure a higher and more stable competitiveness.

The creation of factors is a process of accumulation: each generation inherits the factors inherited from the previous generation and creates its own, adding to the previous ones. This point of view is shared not only by M. Porter, but also by other Western economists, such as B. Scott, J. Lodge, J. Bauer, J. Zusman, L. Tyson.

World experience shows that state measures to improve specialized and developed factors, as a rule, fail due to the lack of dynamism of the state system itself.

Of course, it is impossible to create and improve all types of factors at once. What factors are created, improved and effectively used depends on the nature of the demand in the market, the availability and capabilities of related and related enterprises, the nature of competition and the goals of the enterprise itself.

2. Methodological approaches to managing the competitiveness of an enterprise

2.1 Strategic management and competitiveness

All commercial organizations operate in a certain market environment. All organizations have one main goal - to make a profit. The ability of an organization to achieve its goals in a market where other organizations operate with similar goals is characterized by the concept of competitiveness.

The traditional consideration of an organization's competitiveness begins with an analysis of industry competition. According to M. Porter, the essence of competition in any business sector is characterized by the interaction of five main forces (Figure 2.1).

Fig.2.1. Five Competitive Forces in the Industry

The specific values of each of the five forces - in a given industry and at a given time - are determined by the competitive situational structure of the industry, i.e. a specific situational combination of key economic, technological and other factors that characterize the current situation in this particular industry.

Consequently, the overall strategy of the organization - for a given perspective - should include specific strategic decisions that allow the organization to effectively counteract both a separate competitive force and their special situational combination.

The specific market position of an organization is decisively determined by its competitive advantage. According to M. Porter, competitive advantages are divided into two main types: product differentiation and lower costs of creating and selling products.

The most common sources of competitive advantage include:

New technologies.
Changing the structure and cost of individual elements in the technological chain of production and sale of the product.
New consumer demands.
Emergence of a new market segment.
Changing the rules of the game in the market.

Fig.2.2. Basic competitive strategies.

The most important reason for maintaining competitive advantage commercial organization- continuous modernization of production and other key activities. The type of competitive advantage and the environment in which it is realized combine the concept of basic competitive strategy(BCS).

The basis of the BCS concept is the idea that each of these strategies is based on a certain competitive advantage, and in order to achieve it, the organization needs to choose its competitive strategy (Figure 2.2).

As can be seen in Figure 2.2, four BCSs are practiced in real business:

Cost leadership. The focus of the entire strategy is lower system costs per product compared to competitors.
Differentiation - giving the product distinctive properties that are needed for the consumer and that distinguish this product from competitors' offers as a higher quality one.
Focused cost leadership.
Focused differentiation.

All listed BCSs are alternative, i.e. for a specific business position, only one BCS is selected and implemented.

All activities of a given organization, when competing in a particular industry, can be divided into categories, the combination of which forms a value chain (Fig. 2.3).

Fig.2.3. value chain

All activities contribute to the end market value of the organization's product and, consequently, to positional profit. The value chain of an individual organization operating in a competitive industry is part of a larger system of activities called the value system (Figure 2.4).

Fig.2.4. Cost system

The value chain is also largely determined by the way activities are organized.

Fig.2.4. Virtual organization value chain

There are three types of organization:

Insourcing type. All internal activities are carried out only by the organization itself.
outsourcing type. External organizations are involved in the implementation of internal activities.
virtual type. All internal processes are carried out by third parties, i.e. it is not about adding but about generating new value, and the starting point is the consumer himself. It is his needs that determine the future usefulness of the product. The value chain of a virtual organization is shown in Figure 2.4.

2.2 Analysis of the external environment of the organization

The main purpose of external analysis is to identify and understand the opportunities and threats that may arise for the organization in the present and future. External analysis is part of SWOT - analysis, which is a universal analytical tool, the scope of which can be: strategic analysis, general and targeted tactical analysis, functional analysis, etc.

Opportunities are positive trends and environmental events that can lead to increased sales and profits. The task of the analysis is to identify real opportunities on the basis of which it is possible to ensure the competitive advantage of the organization.

Threats are negative trends and phenomena that can lead, in the absence of an appropriate response from the organization, to a significant decrease in sales and profits.

The external environment (business environment) consists of two parts:

Macroenvironment (remote environment);

Microenvironment (industry or near environment).

The macroenvironment includes general reactions that do not concern short-term activities organization, but may influence its long-term decisions. The strategic factors of the macro environment are the directions of its development, which, firstly, have a high probability of implementation and, secondly, a high probability of influencing the functioning of the enterprise.

Political and legal factors:

government stability;

Tax policy;

Antimonopoly law;

Protection of the natural environment;

Foreign economic legislation;

Policy towards foreign capital;

Trade unions, etc.

Economic forces:

Gross national product trends;

Business cycle stage;

Rates of national currencies;

inflation rate;

Control of prices and wages;

Energy prices;

Investment policy, etc.

Sociocultural factors:

Demographic structure;

Life style, customs;

social mobility;

Consumer activity, etc.

Technological factors:

R&D spending;

Protection of intellectual property;

State policy in the field of scientific and technical progress;

New products, etc.

Fig.2.5. The main directions of the analysis of macroenvironment factors

In view of the fact that the number of possible factors of the macro environment is quite large, it is recommended to consider four key areas, the analysis of which is called PEST - analysis (political-logal - political and legal, economic - economic, sociocultural - socio-cultural, technological forces - technological factors).

The purpose of macro-environment analysis is to track (monitor) and analyze trends/events beyond the control of the organization that may affect the potential effectiveness of its strategies. A variety of methods are used for analysis and forecasting: forecasting of individual trends, scenario analysis, simulation modeling, factor analysis, expert methods. The microenvironment of the external environment consists of a large number of groups interested in the activities of the organization. Each group uses its own criteria for assessing the functioning of the organization, i.e. evaluates the activities of the organization in terms of their interests (Table 2.1).

Table 2.1

Criteria for assessing the activities of the organization from the outside

interest groups

	Criteria for evaluation
Consumers	The ratio of consumer properties and the price of goods, the availability of goods, service
Shareholders	Market value of securities, dividends, impact on management
Government	Fulfillment of orders, payment of taxes, support of government programs
Unions	Wage level, employment stability, working conditions, professional growth opportunities
Lenders	Reliability, fulfillment of contract terms
Suppliers	Timeliness of payments, stability of orders
Competitors	Market penetration rate, competitive advantage, innovation
Public	Contribution to the development of society, creation of jobs, impact on the natural environment

To implement a generalized SWOT - analysis, matrices of positioning opportunities and threats are built (tables 2.2 and 2.3).

Table 2.2

Positioning capability matrix

The columns of the opportunity matrix represent the expected degree of influence of the opening opportunities on the state of affairs in the organization, and the rows show the probability of the occurrence of the corresponding situation.

Table 2.3

Threat positioning matrix

Probability	Destruction	critical
	Immediate elimination	Immediate elimination	Second round of elimination
	Immediate elimination	Second round of elimination	Follow up, prepare for elimination	Monitoring the situation
	Second round of elimination	Follow up, prepare for elimination	Monitoring the situation	Monitoring the situation

The columns of the threat matrix reflect the possible state of the organization in the event of a threat, and the rows reflect the probability of its occurrence. Recommended actions are carried out in the squares of the matrix.

2.3 Analysis of the internal environment of the organization

Modern organization is a complex organic system. Everything that is inside such a system is called the internal environment of the organization. The analysis of this environment should be systematic and multifactorial.

In strategic analysis, the entire internal environment of the organization, as well as its individual subsystems and components, are essentially considered as strategic resource organizations. Thus, the strategic analysis of the internal environment of a given organization, depending on the specific situation, can be more or less unique, but the main condition must be met - the completeness of the strategic analysis, its quality and ultimate effectiveness.

The most well-known internal division is the separation within the organization. structural divisions and traditional functional subsystems. The former include departments, departments, sectors, etc., the latter are planning, marketing, finance, personnel, etc. services. Separation from the standpoint of strategic analysis should ensure the completeness and correct strategic vision of the organization as a whole.

Taking into account the current state of strategic management, the following structure of the strategic analysis of the internal environment of the organization is recommended:

Strategic analysis of individual businesses of the organization;
Strategic analysis of functional subsystems;
Strategic analysis of the main structural divisions;
Strategic analysis of all business processes of the organization.

This structure of the strategic analysis of the internal environment of the organization corresponds to the structural construction of the process of developing the organization's strategy and, consequently, the final structure of its overall (corporate) strategy.

Most general approach to the strategic analysis of the internal environment as a resource of the organization - SWOT - approach, but only in the SW part, i.e. from the position of strengths (Strength) and weaknesses (Weakness) of the organization. The goals of the traditional SW-approach are obvious: to preserve the strengths as a good resource of the organization and, perhaps, to strengthen it additionally; and weaknesses, i.e. bad internal resource, eliminate.

Therefore, the primary elements of its strength identified as a result of a strategic analysis of the internal environment should be used as the primary “bricks” for building a unique competitive advantage of this particular organization. And, conversely, identified weaknesses, i.e. eliminate the primary basis of competitive disadvantage.

Procedurally, the SW approach is recommended to be supplemented with the SNW approach, where N means the neutral position (Neutral). At the same time, it is recommended to fix the average market condition for this particular situation as a neutral position. As a result, we get: firstly, with the SNW approach, all the advantages of the SW approach remain valid; secondly, SNW analysis clearly fixes the situational average market state, i.e. a kind of zero point of competition. Therefore, in order to win in the competitive struggle, it may be sufficient to have a state when this particular organization, relative to all its competitors, is in state N (neutral) in all (except one) key positions or factors, and only in one factor - in state S (strong).

The results of the strategic SNW analysis of the internal environment are recorded in Table 2.4.

Table 2.4

Strategic SNW - analysis of the internal environment

Name of the strategic position	Qualitative assessment
Name of the strategic position
1. General (corporate) strategy
Business strategies in general, including those for specific businesses
Organizational structure
Finance as a general financial situation, including the state of the current balance, the level of accounting, financial structure, the level of financial management, etc.
Product as competitiveness (in general), including for specific products
Cost structure (cost level) by business (in general), including for specific businesses
Distribution as a product realization system
Information technology
Innovation as the ability to market new products
Leadership Ability
Production level
Marketing Level
Management level
Staff quality
Market reputation
Reputation as an employer
Relations with authorities
Relationship with the union
Relationship with subcontractors
Innovation as research
After-sales service
Corporate culture
Strategic alliances, etc.

Thus, the strategic analysis of the internal environment of the organization should be complete and systematic, both in terms of covering all the structural and process elements of the organization, and in terms of the analytical tool used. At the same time, each link and the entire value chain of the organization should be subjected to deep analysis.

The most important method of strategic analysis of the external and internal environment and the formation of strategies on this basis is SWOT - analysis. Its results are formed in the matrix presented in table 2.5.

Table 2.5

SWOT matrix

Combination strengths and the opportunities provided determines the direction of the strategy to obtain the maximum return of the latter. The combination of weaknesses and emerging opportunities directs the strategy to use the latter to overcome existing shortcomings. The combination of strengths and threats orients it to the fight against dangers through the use of available internal reserves. Finally, the combination of weaknesses and threats necessitates the development of a strategy that would allow the organization not only to strengthen its potential, but also to prevent possible troubles threatening from the external environment.

When determining the significance of each factor of the SWOT - analysis, the strength of its influence on the position of the company is assessed. The main method of conducting this study is the method of expert assessments.

Scenario modeling is a very effective tool for strategic analysis and strategic management. In particular, it can be used for implementation and SWOT analysis.

Scenario modeling is a methodologically quite specific tool that allows you to obtain significant information for making key strategic decisions on the development of an organization in the appropriate scenario perspective.

Step 1. Identification of key strategic directions and issues. Here all the results and data of the strategic analysis of both the external and internal environment of the organization are used, a specific list of all key areas of business development is formed.

Step 2. Establishment of key factors of the near external environment.

Step 3. Determination of key factors of the distant external environment.

Step 4. Ranking of all factors in terms of importance and degree of uncertainty.

Step 5. Identification of scenarios and identification of their logic.

Step 6. "Sedum" scripts.

Step 7. Conclusions - assessment of the stability of both individual strategic decisions of step 1, and in general the corresponding strategies in relation to all scenarios.

Step 8. Definition of characteristic indicators. These indicators should signal the closeness of the developed scenarios to real life.

For a particular commercial organization, a system consisting of scenarios of 3 levels would be ideal:

Level 1 - global scenarios;

Level 2 - scenarios for the development of the national economy;

Level 3 - scenarios for the development of this organization.

Level 3 scenarios are the most important. But at the same time, the strategic and ultimate effectiveness of scenarios of this level significantly depends on how they integrate information from previous levels, which is strategically important for this particular organization.

Conclusion

Based on the concept of enterprise competitiveness discussed above and critical analysis of the presented classifications and understanding under the competitiveness factors of those phenomena and processes of the production and economic activity of the enterprise and the socio-economic life of society, which cause a change in the absolute and relative value of the costs of production and sales of products, and as a result, a change in the level of competitiveness of the enterprise itself, the whole set of factors is proposed , which determine the attitude of the consumer to the business entity itself and its products or services, divided into internal and external in relation to it.

At the same time, external factors should be understood, firstly, as measures of state influence as an economic nature (depreciation policy, tax, financial and credit policy, including various state and interstate subsidies and subsidies; customs policy and related import duties; state insurance system ; participation in the international division of labor, the development and financing of national programs to ensure the competitiveness of the enterprise), and of an administrative nature (development, improvement and implementation of legislative acts that promote the development of market relations, demonopolization of the economy; the state system of standardization and certification of products and systems for its creation; state supervision and control over compliance with mandatory requirements of standards, rules for mandatory certification of products and systems, metrological control; legal protection of consumer interests). That is, everything that determines the formal rules for the activity of a business entity in a given national or world market.

Secondly, the factors of competitiveness are the main characteristics of the market itself of the activity of a given enterprise; its type and capacity; presence and possibilities of competitors; security, composition and structure of labor resources.

The third group of external factors should include the activities of public and non-state institutions. On the one hand, through various organizations for the protection of consumer rights, they act as a deterrent to the growth of the competitiveness of the enterprise. And on the other hand, through non-state investment institutions, they contribute to the growth of the competitiveness of the enterprise, providing investments in the most promising areas of activity.

And, finally, the factor of competitiveness, of course, is the activity of political parties, movements, blocs, etc., which form the socio-political situation in the country. Above, we have already indicated how important this factor is for the economy of any country and how carefully foreign investors and international monetary organizations approach its assessment.

In this sense, the set of factors presented above determines the formal and informal "rules of the game" in the market, determines the external environment in which the enterprise has to work, and those points that it must take into account when developing its development strategy.

The internal factors that ensure the competitiveness of this enterprise include the potential of marketing services, scientific, technical, production and technological, financial, economic, personnel, environmental potential; advertising effectiveness; the level of logistics, storage, packaging, transportation; the level of preparation and development of production processes; efficiency of production control, testing and surveys; the level of provision of commissioning and installation works; the level of maintenance in the post-production period; service and warranty service. That is, we are talking about the potential of the enterprise itself to ensure its own competitiveness.

As we have already noted, factors are those phenomena and processes of the production and economic activity of an enterprise and the socio-economic life of society that cause a change in the absolute and relative value of production costs, and as a result, a change in the level of competitiveness of the enterprise itself.

Factors can influence both in the direction of increasing the competitiveness of the enterprise, and in the direction of decreasing it. Factors are what contribute to the transformation of possibilities into reality. Factors determine the means and methods of using competitiveness reserves. But the presence of the factors themselves is not enough to ensure competitiveness. Getting a competitive advantage based on factors depends on how effectively they are used and where, in which industry they are applied.

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Competitiveness management system: concept and features

1. Everything is a system.
2. Everything is part of an even larger system.
3. The Universe is infinitely systematized - as from the bottom up (more and more large systems) and from top to bottom (smaller systems).
4. All systems are infinitely complex.

Basic postulates of systems theory

In modern conditions, when market relations are developing rapidly, the forms of competition are becoming more and more severe. It is possible to regain lost competitive advantages and market positions only by attracting significant financial and intellectual resources. The development of competition is accompanied by an increase in the level of competitiveness of goods and services produced.

The intensification of competition for sales markets occurs under the influence of globalization processes.

Competitiveness within the world economy has four levels, each of which has its own parameters.

1. The level of the global economy as the competitiveness of goods and services produced within the framework of international organizations, enterprises, corporations, regional interstate economic unions and global trade and political structures.
2. The level of the production potential of the state as the competitiveness of raw materials, energy resources, production capacities, goods, services, labor in a particular country.
3. The level of competitiveness of organizations, enterprises, concerns, corporations (including those with international status) that produce various resources, goods and services and deduct financial resources to the state budget through taxes, depending on the results of their activities.
4. The level of efficiency of the functioning of the state economy as the functioning of the entire set of state and public institutions and organizations that ensure the consistency of the work of the entire economic mechanism of the country and its effective interaction with other countries, which creates conditions for positive economic dynamics and social stability and allows organizations to work effectively both within the country and abroad.

At the level of the global economy, the subjects of competition are both individual countries and associations of several countries that previously agree to pursue a coordinated economic policy, i.e. create aggregate competitive advantages at the macro level, such as the WTO, the European Union, NAFTA, ASEAN.

The principles of creating a competitiveness management system at this level originate in economic theory, some concepts are partially reflected in the governance systems of organizations such as the WTO, the EU, the World Bank for Reconstruction and Development and other regional and interregional economic unions. IN modern system development of the world economy, approaches are being formed to create and manage competitive advantages, competitiveness and determine the main indicators of these systems.

Factors that ensure the competitiveness of the national economy are grouped into three main blocks that characterize the type of competitive advantages.

1. Resource– endowment of subjects of competitiveness (for example, countries or organizations) various types resources that allow them to produce goods of a higher quality than their competitors, who are forced to buy the missing resources in the world market.
2. Operating- a set of organizational, economic, scientific and technological factors that allow the subjects of competitiveness to achieve high efficiency in the use of available resources and, on this basis, reduce costs and prices.
3. Strategic- a set of strategic decisions and programs for the development of an organization, enterprise, and the country's economy adopted on their basis, allowing optimal use of their resource base to form a unique development path that makes the subjects of competitiveness inaccessible to competitors.

Each of these factors affects the creation of competitive advantages at a particular economic level.

On the micro level the actual result of the competition is presented, which ends with the final choice of the buyer and the purchase of the goods. The subject of competitiveness (bearer of competitive advantages) here is the product. The producers standing behind it solve operational short-term problems of production or sale of the produced goods. Competitiveness itself is expressed in the form of a ratio of price and quality of goods. These two components are supplemented by additional ones related to the updating of products, service, the duration of warranty service, the availability of a sufficient number of service centers, etc. With a deeper consideration of the formation of competitive advantages and the competitiveness of goods and services, it is impossible to reduce the whole process to the assessment of these two or more components, especially by bringing them to integral indicators (in particular, the ratio of price and quality). The process of assessing competitiveness should be based on a comprehensive study of the characteristics of goods, the diversity of which requires different methods for assessing their competitiveness.

The system of indicators of the competitiveness of goods shows the level achieved, realized in products and services, since the goods have already been produced and their parameters have been fixed.

To maintain the competitive advantages of a product in the sales markets, it is necessary to predict the development of the main indicators of competitiveness over time in order to achieve superior competitive characteristics of the product, ahead of competitors, which is the main goal of creating an effective system for managing the competitiveness of an organization, an enterprise.

The competitiveness of organizations, enterprises, as well as various kinds of associations - producers of goods - is analyzed on mesolevel, where the process of forming the competitive advantages of goods, their cumulative competitiveness, which follows from the overall potential of the enterprise or organization, the system of industrial relations, the technical level of equipment, the efficiency of its use, the qualifications of personnel and is associated with the use of the most advanced forms and methods of organizing production processes, the ability of managers structures of the company to build their strategies in such a way as to get ahead of competitors, predicting the development of the situation on the markets, and if this is possible, then to a large extent shape this situation based on their strategic goals.

The competitiveness of an enterprise at this level is characterized by a set of indicators that may vary depending on the activity of the enterprise, for example: resource - intellectual, raw materials, energy, labor; economic, technical - the level of costs of the main types of products compared to competitors, the profitability of the main types of activities: the level of prices for products compared to competitors, the technical level of production and products compared to competitors, etc. Competitiveness management cannot be carried out only on the basis of achieving a number of indicators, since in this case advantages are provided and competitive advantages are created, which are of a temporary nature. At present, the dominant direction in the formation of the competitive advantages of an enterprise is the development of an effective development strategy.

The formation of a competitive strategy is to create competitive advantages and the choice of activities that are different from those of competitors. The choice and construction of a competitive strategy is the main task of managing the competitiveness of an enterprise.

Illustration

The energy drink "Red Bull" was born in 1982, when Dietrich Mateschitz, while on a business trip to East Asia, became interested in the already widespread energy drinks there. He acquired the licensing rights to the well-known Thai brand "Krating Daeng" (Thai for "red bull") and to use the recipe of Taisho Pharmaceuticals,

Japan. When the drink was introduced to a wide market (Europe, USA), the main competitors were Coca-Cola, Pepsi, Molson, Labatt, and Anheuser-Busch. The concept was similar for everyone - they toned up and stimulated, and the energy drink "Jolt Cola" contained, among other things, a dose of caffeine doubled compared to "Red Bull".

Then Dietrich Mateschitz took a risky step: he artificially doubled the price compared to his competitors, reduced the volume of containers shaped like a battery, and began placing cans in stores not in the beverage department, but in any other (pay attention when the next once you go to the store - cans of "Red Bull" along with other energy drinks can be found almost in the sausage department, including in the alcohol). In addition, boxes of "Red Bull" were distributed free of charge to students on university campuses. At the student revels, "Red Bull" went with a bang, because, by coincidence, it quickly turned out that it fits perfectly with vodka. Thus, a new, very popular cocktail "Vodka Red Bull" was born.