Eldar Aminov Head of the strategic marketing group of OJSC Production Association Krasnoyarsk Combine Harvester Plant

Competitive strategy is a tool in the hands of enterprise managers that allows them to achieve their intended goal. In order for competition to be carried out thoughtfully, it is necessary to develop a competitive strategy, draw up a plan for its implementation and analyze the results of implementing the plan. The developed plan for implementing a competitive strategy helps all employees of the organization clearly understand what function they must perform when working with each market segment and how to behave in the event of certain actions of competitors. In other words, this creates conditions for the coordinated work of managers of various divisions to achieve common corporate goals. And in the market, the company’s actions become interconnected and targeted.

The general idea of ​​​​developing a competitive strategy is a program of action that allows you to obtain a positive economic effect due to the fact that the company finds itself in a stronger competitive position.

In general, the development and implementation of a competitive strategy can be represented in the form of a diagram shown in Figure 1.

Picture 1. Stages of development and implementation of a competitive strategy

The above diagram shows that the function of competitive strategic planning in an enterprise is carried out using basic principles, that is, the rules for the formation and implementation of strategy in the market:

• continuity and accumulation;
• sequence of steps (stages) to be performed;
• cyclicality.

The continuity of a competitive strategy lies in the fact that, even before developing a strategy, an enterprise must analyze previous experience, find out what actions were useful in competition and check their relevance at the current moment. In addition, studying past experience will allow the company to avoid old mistakes when developing a new strategy.

The sequence is caused by the dependence of the subsequent stage on the results obtained at the previous one. This will allow you to avoid mismatch between the competitive strategy and market conditions, mistakes that have already occurred in the past, and evaluate the results obtained during the implementation of the strategy.

The cyclical nature of competitive strategic planning is manifested in the fact that the results of the implementation of a competitive strategy must be analyzed and necessarily taken into account in subsequent developments of strategies, since the competitive strategy is constantly adapted to the competitive environment.

Competitive strategy is an important tool in the hands of managers, since it is aimed at solving a number of tasks and problems that the company faces.

Firstly, the available analytical material, obtained and structured during the formation of the strategy, allows both management and performers to clearly see the situation on the market, the company’s position in it, the reality of goals and ways to achieve them.

Secondly, approved by the company’s management, the competitive strategy acquires the force of an organizational and administrative document, that is, it allows one to concentrate forces in the required direction.

And finally, thirdly, by analyzing its activities in past periods, a company can constantly improve and expand its scope of activities, adequately respond to market changes, strengthen its market position and conquer new markets.

Currently, practitioners often have to deal with a situation where there is a gap between the theory of competitive strategies and the practice of its application in an enterprise. The algorithm proposed below for developing and implementing a competitive strategy for an enterprise can help minimize this gap (Fig. 2).

Figure 2. Algorithm for developing and implementing a competitive strategy

According to the proposed algorithm, the development and subsequent implementation of a competitive strategy is carried out through the sequential execution of eight main stages:

1. Mission and corporate development strategy of the enterprise.
2. Formulation of tasks in competition in the market.
3. Collection and analysis of information about the external and internal environments of the enterprise.
4. Choosing a competitive strategy for an enterprise in the market.
5. Analysis of the chosen strategy.
6. Implementation of competitive strategy through a developed plan.
7. Analysis of the results of strategy implementation.
8. Adjustment of an existing strategy or development of a new, more effective strategy that will be able to achieve the objectives set by the overall corporate strategy of the enterprise.

It is important to note that since in the hierarchy of strategic planning the competitive strategy is lower than the general corporate enterprise development strategy, it makes sense to begin developing a competitive strategy after completing work on the general corporate enterprise development strategy.

Due to the fact that the development and implementation of a competitive strategy affects various services and functional units, it is logical to divide the algorithm into phases. All eight stages are divided into three phases:

• Preparation phase (stages 1 and 2).
• Development phase (stages 3, 4, 5).
• Implementation phase (stages 6, 7, 8).

The preparation phase is the responsibility of the department for strategic planning and corporate development, or the functional unit responsible for these areas (stage 1). The developed corporate strategy of the enterprise is presented to the management and owners of the enterprise for protection, who, for the enterprise as a whole, finally determine the priority tasks in the competitive struggle (stage 2). Preliminary tasks in competition in the market are formulated in accordance with corporate goals and directions of development of the enterprise.

At this stage, it is necessary to determine the nature of the competitive struggle (for example, offensive or defensive), who exactly needs to be squeezed out in the market, who (for example, competitor “A”) can be forced to divert their resources from market “a” by switching it to this market and weakening its position in the strategically important market “b”). This approach makes it possible to compete globally through local clashes with specific competitors. It must be remembered that only the hierarchy of strategic planning at an enterprise (general corporate strategy - competitive strategy in the market) allows effective global competition. This approach has become especially relevant right now - a global market has formed, and interstate borders have become almost transparent for capital, goods, and labor resources. As a result, a change in the situation in one market can have an impact on another market, and, accordingly, on its participants.

In the development phase, the tasks that were formulated by the management of the enterprise are conveyed to the functional unit responsible for marketing and sales. Subsequently, analysts of this division analyze the market, with the key points of analysis being the intensity of competition in the market and the competitive position of the enterprise (stage 3). Based on the analysis, a suitable competitive strategy is selected (step 4). Next, this strategy is analyzed from the point of view of compliance with general corporate objectives that were formulated by management, as well as from the point of view of the enterprise's capabilities. Marketing competitive strategy, as noted above, is determined based on external factors (analysis of environmental conditions) and internal factors (available company resources). In order to get a clear assessment of the internal capabilities of the enterprise and the market situation, you can use SWOT analysis.

The use of SWOT analysis is necessary for systematizing available information and subsequent making management decisions. Therefore, SWOT analysis can be called an intermediate link between the formulation of a company’s competitive strategy and the development of a competitive plan (stage 5). Everything happens in the following sequence:

1. Determination of the main competitive strategy of the enterprise in the planning period.
2. Comparison of the internal forces of the enterprise and the market situation in order to understand whether the enterprise can implement the chosen competitive strategy, and how this can be done (SWOT analysis).
3. Formulation of goals and local tasks, taking into account the real capabilities of the enterprise (development of a competitive plan). Below is a diagram showing the place of SWOT analysis in the development of a competitive strategy (Fig. 3).

Figure 3. The place of SWOT analysis in developing a competitive strategy

As another criterion for assessing and adjusting the chosen competitive strategy, managers need to consider the corporate goals of the enterprise, which are based on the mission and overall development strategy. This coordination is necessary to ensure that the chosen competitive strategy in a specific market does not have a negative impact on the development of the enterprise as a whole. For example, an attack on competitors (with the aim of ousting them from the market) or the absorption of some of them can significantly increase the company’s market share, but at the same time exceed the standards of antimonopoly legislation or the costs incurred cannot be recouped.

If the competitive strategy satisfies all the requirements, the process of developing a competitive strategy moves into the implementation phase. In this phase, the developed strategy is put into practice - marketing and sales specialists of the enterprise act in the market in accordance with the approved strategy (stage 6). The main difficulty at this stage is that it is necessary to competently implement the developed strategy and then evaluate its effectiveness. The implementation of this task can be helped by a competitive strategy implementation plan, the structure of which is proposed below.

1. Summary.

This section of the competitive plan is the last to be drawn up and in its final form should begin with a statement of goals, a description of the strategy and a brief action plan to achieve the goal and implement the strategy. A summary that helps management quickly understand the main provisions of the plan.

2. Description and analysis of the current market situation.

Brief political and economic situation of the region/country market.

Analysis of the market and consumers of the product in a given region/country.

3. Description and analysis of competition in the market.

Analysis of competitors' activities.

Analysis of the enterprise's competitive position in the market.

Assessing the intensity of competition in the market.

4. Results of the previous period.

Actual and planned results of the previous period.

Analysis of the results of the previous period. Description of the reasons for non-fulfillment or over-fulfillment of the plan.

5. Setting goals and describing the chosen strategy.

The competitive strategy is determined based on the results of a study of the competitive environment and the position of the enterprise in the market.

6. Evaluation of the chosen competitive strategy.

The chosen strategy is assessed based on an analysis of the external environment and internal capabilities of the enterprise (SWOT analysis). In addition, the chosen competitive strategy must be reviewed for consistency with corporate goals. Here you should also characterize the chosen competitive strategy, describe the necessary conditions for the successful implementation of the competitive plan and possible reasons that could interfere with its implementation.

7. Implementation plan for the chosen competitive strategy.

In this section it is necessary to set out:

A. Quantitative goals that define absolute sales volumes and relative growth rates. At the same time, these indicators must be expressed both in the number of units of goods (new customers attracted) and in monetary terms. Another important basic indicator of the planning period is the company's market share, which it plans to occupy by the end of the period.

B. A set of activities and actions to achieve set goals. Competitive strategy is considered in accordance with the marketing mix (four “I” - product, price, distribution, promotion). This circumstance allows it to be successfully implemented by accurately distributing tasks and functions between various departments of the company, as well as subsequently analyzing the effectiveness of the competitive strategy after the planned period. Activities must also take into account such aspects as the need for testing, standardization, presentations, sending specialists for specific purposes (market research, negotiations, participation in exhibitions, provision and development of service, etc.). Each event is assigned deadlines, as well as specific performers.

8. Budget for the planned period.

The required amount of funds allocated for the implementation of the competitive strategy is analyzed.

It is well known that any activity must begin with planning, long before the first step is taken in the chosen direction. The main task of a competitive plan is not only to indicate the direction, but also to describe the route, the procedure for achieving the set goals - conducting research on competitors, preparing response actions and their implementation. Thus, the competitive plan discussed above is an applied tool for the development and implementation of competitive strategies in an enterprise.

At the end of the reporting period, the results obtained during the implementation of the competitive strategy are analyzed, and the resulting effect is determined (stage 7). At this stage, the main role is played by the competitive plan, which, in essence, is the source of accumulation of experience by the enterprise. By analyzing its activities in past periods, an enterprise can constantly improve and expand its scope of activities, adequately respond to market changes, strengthen its market position and conquer new markets. Key questions that need to be answered:

• Is the chosen strategy correct?
• competitors' reaction?
• correctness of the planned activities and compare the results obtained with the planned ones?
• effectiveness in completing assigned tasks?
• highlight successful and unsuccessful approaches, methods, ideas?

If the competitive strategy turns out to be effective and has positive results for the company, then issues of its adjustment and relevance in the next reporting period are considered. After which an updated competitive plan with new goals is developed (step 8). If the competitive strategy did not have a positive effect or had negative consequences, the reasons are determined and a new competitive strategy is developed.

Often, competitive strategy is something isolated in the strategic planning of an enterprise, yet it is directly integrated into it and is its integral part. The presented step-by-step algorithm for developing a competitive strategy and a plan for implementing the developed strategy make it possible to establish a closed cycle of competitive strategic planning.

MacDonald M. Strategic marketing planning. St. Petersburg: Peter, 2000. P. 76.

Day J. Strategic Marketing. M.: Eksmo, 2003. P. 159.

Hill Charles W.L. International Business: Competing in the Global Marketplace. – McGraw-Hill Higher Education, 2004.

Bagiev G.L., Tarasevich V.M., Ann H.Marketing. – M.: Economics, 1999.

Introduction

competition economic management

The decisive factor in the commercial success of a product in a competitive market is its competitiveness. Since competitiveness is the key to the market success of an enterprise, and solving the problem of competitiveness is the most difficult task in the activities of any manufacturing company, requiring coordinated, focused work of all departments with the leading role of the marketing service, a special area of ​​activity of the company is the development of strategic approaches to solving this problem .

When developing competitiveness strategies, special attention is paid to creating competitive advantages. Another important direction in the competitiveness strategy is achieving economic superiority over competitors by reducing the costs of production, sales, transportation of products, increasing the efficiency of R&D, advertising, and marketing activities in general.

The above explains the relevance of the topic of this diploma project “Development of a competitive strategy for an organization using the example of the company Arkon Auto LLC.”

The purpose of the study is to develop a competitive strategy for the company Arkon Auto LLC, an action plan for the implementation of the enterprise’s competitive strategy and an economic justification for the effectiveness of its implementation.

To achieve the goal of the study, the following tasks were set and solved:

Reveal the essence of competitive strategy, determine the types of competitive strategies, indicate the factors of the external and internal environment that influence its formation

Study modern approaches to analyzing and assessing an organization’s strategy;

Provide methods for analyzing the competitive strategy of an organization and describe the methodology for their application;

Describe the stages of implementing the enterprise strategy;

Conduct an analysis of the competitive strategy of Arkon Auto LLC;

Develop a competitive strategy in order to improve the competitive position of Arkon Auto LLC;

Propose an action plan for the implementation of the enterprise’s competitive strategy and provide an economic justification for the effectiveness of its implementation.

The subject of the study is the theoretical and methodological foundations for assessing the competitiveness of enterprises, as well as the tools for forming competitive strategies and their development.

The object of the study is Arkon Auto LLC and its competitive strategy.

A significant contribution to the study of methodological aspects of the analysis of competitiveness and competitive advantages of organizations was made by domestic scientists G.P. Podshivalenko E.I. Mazilkina, G.G. Panichkina N.I. Pertsovsky, I.A. Spiridonov, S.B. Barsukova L.G. Zaitseva, M.I. Sokolova A.G. Ivasenko, Ya.I. Nikonova, A.O. Sizova. and etc.

Strategic management of an organization and its competitiveness is considered in the works of Barancheev V.P. Bazilevich A.I. Moiseeva, N.K., Aniskin, Yu.P. Zabelin, P.V., Moiseeva, N.K. and etc.

The economic and mathematical apparatus for assessing competitiveness is presented in the works of Gurkov, I.B. Berezhnoy, V.I., Fursov, V.A., Berezovskaya, A.B. Aristov, O.V. Azoev, G.A. Abrameshin, A.E. and etc.

The theoretical and methodological basis of the study was the scientific works of domestic and foreign scientists and economic specialists, touching on the problems of competitiveness and strategic management at the micro level.

The instrumental and methodological apparatus of the research includes general scientific methods of cognition, systemic, comparative and economic-statistical methods of analysis. During the study, expert assessment methods were used.

The information and empirical base of the study consisted of materials from monographic studies by domestic and foreign authors; accounting reporting, electronic Internet resources.

1. Features of developing an organization’s competitive strategy

1.1 The concept of an organization’s competitive strategy and factors influencing its formation

There are two opposing views on understanding strategy. In the first case, strategy is a specific long-term plan to achieve some goal, and strategy development is the process of finding some goal and drawing up a long-term plan. This approach is based on the fact that all emerging changes are predictable, the processes occurring in the environment are deterministic in nature and can be fully controlled and managed.

In the second case, strategy is understood as a long-term, qualitatively defined direction of development of the enterprise, relating to the scope, means and form of its activities, the system of intra-production relations, as well as the position of the enterprise in the environment . With this understanding, strategy in general can be characterized as a chosen direction of activity, functioning in. which should lead the organization to achieve its goals. An example of a strategy of the first type is a long-term plan for the production of certain products, which records the volume and range of output for each time period.

The strategies of the second type include the following:

increase the share of sales volume on the market to 35% (conditionally) without reducing prices;

penetrate distribution networks controlled by competitors.

In business life, strategy refers to the general concept of how an organization's goals are achieved, the problems it faces are solved, and the limited resources needed to achieve this are allocated. This concept (corresponds to the second type strategy) includes several elements

First of all, they include goal system, including mission, organizational and specific goals. Another element of the strategy is policy, or a set of specific rules of organizational actions aimed at achieving set goals.

Finally, the third element of strategy is plans, i.e. a system of specific actions to implement the adopted policy, designed to solve the problems of resource allocation. Thus, resources can be directed primarily to solving the most important and pressing problems for the enterprise, or allocated in proportion to needs, or provided equally to all departments if they are close in size and engaged in similar types of activities. The first of the mentioned approaches is more appropriate at turning points in the activity of an enterprise, when there is a need to concentrate forces on decisive areas of activity. The second and third - during a period of quiet development.

Typically, a strategy is developed several years in advance, specified in various types of projects, programs, practical actions and implemented in the process of their implementation. The significant expenditure of labor and time of many people required to create an enterprise strategy does not allow it to be changed frequently or seriously adjusted. Therefore, it is formulated in fairly general terms. This is the intended strategy.

At the same time, new unforeseen circumstances appear both inside and outside the organization that do not fit into the original concept of the strategy. They can, for example, open up new development prospects and opportunities for improving the existing state of affairs or, conversely, force the abandonment of the proposed policy and plan of action. In the latter case, the initial strategy becomes unrealizable and the enterprise moves on to consider and formulate urgent strategic objectives.

There have been debates for quite some time about whether the essence of strategy is predetermination or flexibility. On the one hand, strategy involves certain obligations, so make decisions carefully. The strategy does involve making certain commitments, but this recommendation makes as much sense as the advice “buy low, sell high.” There is no answer to the question of how to ensure careful decisions.

Henry Mintzberg (McGill University, Montreal, 1987) put forward the idea that the term "strategy" is used ambiguously. He proposed his definition of strategy within the framework of the “five Ps”. In his opinion, the strategy includes:

) plan - This is a concept that refers to pre-planned actions, the course of which is controlled from start to finish. Planners develop internal documentation that details the course of the company's activities for a certain period of time;

) technique as a tactical move - means a short-term strategy, which is characterized by very limited goals and, if necessary, can be changed. Mintzberg describes the technique, i.e. tactical move as “a maneuver with the aim of outplaying your opponent or competitor.” He notes that some companies use this strategy as a threat. In order to destabilize competitors, a company may, say, announce a reduction in the price of its products without actually intending to do so. A manager may threaten to fire an employee if he does not perform well, not because he actually intends to carry out his threat, but because he expects to achieve improvement in performance;

) behavioral model (behavioral model strategy) - it is a strategy of change by following an accepted form of behavior. Unlike plans and tactics, behavioral patterns emerge as the result of consistent behavior. Such behavior patterns are often unconscious, i.e. spontaneous. If they turn out to be successful, then in such cases they say that consistent behavior spontaneously led to success. This model is a direct contrast to planned behavior;

) position in relation to others, or positional strategy - will be appropriate when its position in relation to competitors or its position in the market is important to the organization;

) perspective or strategy of prospects - This is a course aimed at changing the culture (system of beliefs and perceptions, system of views on the world) of a certain group of people, usually members of the organization itself. Some companies want their employees to think in a certain direction as part of their success. Similar strategies are used by religious organizations such as the Anglican Church. It has a set of basic theological tenets and encourages its members to accept them as the basis of their beliefs. Sermons, teachings, services and other religious practices are aimed at deeply instilling Christian teachings into the consciousness of believers. Success comes when the members of the organization are like-minded, i.e. they believe in the core doctrines and practice them in their daily work and life.

Strategy is the pattern of organizational actions and management approaches used to achieve organizational objectives and goals of the organization.

Determining the scope of business, goal setting, defining short-term and long-term goals (programs), determining a strategy for achieving the goal forms a strategic plan. The main components of the company's strategy are shown in Figure 1.1.

Strategy considers the most long-term organizational reasons, goals, decisions and actions. All businesses (and all organizations) need to have a clear understanding of the reasons for their existence, the main purpose of existence, the main objectives and (most fundamentally) how to achieve their goals and objectives.

Strategy determines the main ways through which an enterprise can create and maintain its competitiveness: strategy determines the type or types of activity of the enterprise, including those in which it competes with others;

In a free market economy, many firms will compete to satisfy customers' wants and needs, but usually only a few will prosper. These are mainly those firms that most carefully chose the type(s) of business to be engaged in, and also had a clear idea of ​​how to interest the client. Strategy is the most fundamental component of a competitive position and prospects.

Companies around the world use a variety of means to attract customers, gain their trust through repeat sales, outpace competitors and maintain their place in the market. Since company management began to combine short-term and long-term maneuvers to match the company's specific situation and market environment, there are countless variations and nuances of strategy. Let's look at general competitive strategies.

Cost leadership strategy. The basis of competitive advantage for cost leaders is lower total production costs compared to competitors. Successfully operating companies - cost leaders - find it extremely easy to find ways to reduce costs in their business.

To achieve cost advantages, the firm's total production costs across the entire value chain must be less than the total costs of its competitors. There are two ways to achieve this:

) do a better job than competitors by effectively carrying out operations in the internal value chain and managing the factors that determine the level of costs in the value chain;

) correct the company's value chain, even to the point of consolidating operations or eliminating high-cost activities in the value chain.

Differentiation strategy. This strategy becomes an attractive competitive approach as consumer needs and preferences become diversified and can no longer be satisfied by standard products.

Successful differentiation allows a firm to:

Set an increased price for a product/service;

The key to a successful differentiation strategy is creating customer value in a way that is different from competitors. There are three approaches to creating customer value. One of them is to develop such characteristics and features of the product that help reduce the total cost to the buyer of using the company's products.

The second approach is to create such features of the product that the effectiveness of its use by the consumer increases. The third approach involves giving the product features that increase the degree of consumer satisfaction, but not through savings, but in some other way.

Optimal cost strategy. This strategy focuses on giving customers more value for their money. This involves a strategic focus on low costs while providing the customer with more than the minimum acceptable quality, service, performance and attractiveness of the product. The idea is to create increased value that meets or exceeds customer expectations on the quality-service-performance-appeal scale, while at the same time convincing customers that the price is reasonable.

The strategic goal is to become a low-cost producer of a product/service with good to excellent characteristics, and then use its cost advantage to undercut the price of similar products produced by competitors.

The optimal cost strategy has the greatest attractiveness from the point of view of the possibility of competitive maneuvering. It provides an opportunity to create exceptional value for the customer while balancing low-cost and differentiation strategies.

Focused low cost and differentiation strategies. In contrast to differentiation and cost leadership strategies, focused strategies target a narrow portion of the market. A target segment, or niche, may be defined based on geographic uniqueness, special product use requirements, or special product characteristics that are attractive only to that segment. The goal is to do a better job of serving the target segment's customers. In this strategy, you can achieve an advantage if you have lower costs than competitors in a given market niche, and be able to offer consumers in this segment something different from competitors.

A focused low-cost strategy is associated with a market segment in which customer cost (and therefore price) requirements are significant in contrast to the rest of the market space. A focused differentiation strategy depends on the customer segment that requires unique product characteristics and attributes.

Using a focused strategy to compete on cost is a fairly typical business approach. Manufacturers of individually branded products reduce their marketing, distribution and advertising costs by concentrating on direct sales to retailers and chain stores selling no-frills, discounted, manufacturer-branded products.

Let's consider the factors that determine the choice of one or another competitiveness strategy.

There are a lot of these factors. A simple model of the primary factors that must be taken into account and essentially determine the strategy is shown in Figure 1.2. The interaction of these factors is usually complex and has specific differences for the industry and the company. As a rule, a strategy does not ensure success if the boundary between internal and external situations is not drawn, the acquisition of significant competitive advantages is not ensured, and the company's performance is not improved.

As a conclusion, we note the following: Strategy is the image of organizational actions and management approaches used to achieve organizational objectives and goals of the organization. Strategy considers the most long-term organizational reasons, goals, decisions and actions. The factors determining the choice of one or another competitiveness strategy are divided into external (socio-economic and organizational relations that allow the enterprise/industry to create products that are more attractive to consumers in terms of price and non-price characteristics) and internal (scientific and technical potential, financial and economic potential , human resources, advertising effectiveness, conditions of storage, transportation, packaging of products, level of service and warranty, etc.).

1.2 Features of the analysis of the organization’s competitive strategy

In order to begin developing the right competitive strategy, company management must first answer two questions. The first is how attractive the industry to which the company belongs is in terms of long-term profitability. Not all industries offer equal opportunities for long-term profitability. The second, no less important, is what factors determine the relative competitive position of enterprises in the product market. In most cases, some companies are more profitable than others, regardless of the amount of capital or the health of management.

Both attractiveness and competitive position depend largely on the company itself. At the same time, the attractiveness of an industry or region is a reflection of factors that, as a rule, a company can influence very little. Hence, a competitive strategy can make a given company (and with it, to some extent, the entire industry) more or less attractive. Thus, competitive strategy not only responds to the requirements of the environment, but also shapes this environment.

Rapid changes in the external environment of domestic enterprises stimulate the emergence of new methods, systems and approaches to managing competitiveness. The most common methods are to assess the capabilities of competitors through special expert research and indirect calculations based on known data. The “reflection method” is also widely used in practice to analyze competitors, which consists in identifying information about the company of interest from clients or intermediaries of this company. Competitor research should be aimed at the same areas that were the subject of the analysis of the potential of your own enterprise. This can ensure comparability of results. A convenient tool for comparing the capabilities of an enterprise and its main competitors is the construction of competitiveness polygons, which are a graphical display of assessments of the position of the enterprise and competitors in the most significant areas of activity, depicted as vector axes.

At the first stage of constructing the model, it is proposed to construct a competitiveness polygon of the internal competitive advantages of the compared enterprises, based on the following methodological premises.

A certain clearly limited number of parameters can be selected as the areas of activity of the enterprise and its main competitors to be assessed. The list of parameters used and the degree of their specification were determined by the following methodological premises.

The grouping of parameters is based on the analysis of a wide range of problems of a technical, economic and social nature, as a result of which the variables that ensure competitiveness are identified. The starting point of such an analysis is the determination of a list of technical and economic factors of competitiveness, which are interpreted as a set of criteria for quantitative assessment of the level of competitiveness of an enterprise.

Internal competitive advantages that determine the market position of an economic entity are proposed to be grouped into six most significant aspects:

Product competitiveness;

Financial condition of the enterprise;

Efficiency of marketing activities;

Sales profitability;

Image (brand capital) of the enterprise;

Management efficiency.

Thus, a quantitative assessment of the factors of internal competitive advantages of an economic entity can be presented in the following form.

Product competitiveness. For a product to be of interest to the buyer, it must have certain technical, operational and economic parameters. The condition for purchasing a product is that these parameters correspond to the basic characteristics of the buyer’s satisfied needs. During the purchasing process, the consumer selects a product, establishes distinctive features that characterize the superiority of this product over similar competitor products on the market. By purchasing a product, the buyer thereby evaluates its attractiveness, the possible degree of satisfaction of his specific needs and his willingness to bear the costs associated with the acquisition and use of this product.

Financial condition of the enterprise. Along with absolute indicators, the financial stability of an organization is characterized by the equity ratio (K about), which is determined by the “Instructions for analyzing control over the financial condition and solvency of business entities” and is equal to:

K ob = (IIIP + line 640 - IA) / II A), (1.1)

where III P is the total of section III of the balance sheet liability (line 490); A is the total of section I of the balance sheet asset (line 190); A is the total of section II of the balance sheet asset (line 290).

The specified document establishes a normal limit for this indicator: K about 0.1 (for trade organizations). If the ratio of own working capital at the end of the reporting period is less than 0.1, then the structure of the organization’s balance sheet is considered unsatisfactory, and the organization itself is considered insolvent.

Efficiency of marketing activities. Analyzing various definitions and formulations, we believe that the most accurate definition of the effectiveness of marketing activities can be formulated as follows - this is the degree of use of marketing tools in conjunction with the means and capabilities of the enterprise. In monetary form, this characteristic can be assessed by the ratio of commercial results and costs of marketing activities.

Data on gross income and gross costs is information contained in the accounting and financial statements of the enterprise, so obtaining such information does not cause any particular difficulties. Some difficulties arise when collecting other data, since marketing costs are more difficult to calculate, because accounting does not contain information on printing costs, advertising costs, etc.

According to the developers, the final formula for determining the effectiveness of an enterprise’s marketing activities, using the parameters of marketing potential and the resulting parameters of commercial activity (gross income, marketing costs, gross costs) will have the following form:

, (1.2)

where - assessment of the effectiveness of marketing activities;

Marketing potential;

D in - gross income;

Z m - marketing costs;

Z in - gross costs.

In turn, marketing potential (P mar) is proposed to be calculated as follows:

where K 1 is the potential of marketing research;

K 2 - potential of the marketing information system;

K 3 - potential for segmentation (selection) of the target market;

K 4 - potential of the enterprise's product policy;

K 5 - potential of the pricing process;

K 6 - potential of the enterprise's sales policy;

K 7 - personal (personal) sales potential;

K 9 - potential for stimulating product sales (for example, coupon sales);

K 10 - potential for forming public opinion.

Thus, the final expression for calculating the assessment of the effectiveness of the marketing activities of an industrial enterprise (E mar) will look like:

In order to quantitatively assess the effectiveness of the marketing activities of any industrial enterprise, it is necessary to first describe the characteristics of the subcriteria that adequately reflect the marketing capabilities of a given group of enterprises (industry). During the testing process, all subcriteria were assessed on the following scale:

The enterprise does not use the marketing tool described by this subcriterion in its marketing activities;

The enterprise in its marketing activities does not fully use the marketing tool described by this subcriterion;

In its marketing activities, the enterprise fully uses the marketing tool described by this subcriterion.

In order to objectively evaluate each subcriterion, characteristics developed to determine the effectiveness of the marketing activities of enterprises are formulated; depending on the industry, they can be adjusted or changed.

Sales profitability. Profitability is an indicator of the economic efficiency of a business, characterizing the ratio of income and costs for a certain period of time, which is identified with the commercial efficiency of commodity production.

From our point of view, return on sales is a comprehensive characteristic of the specific profitability per ruble of costs for the production of a specific type of product.

In general, this indicator (R k) can be calculated using the following formula:

where P is the selling price of the enterprise; is the cost per unit of production.

Image (brand capital) of the enterprise. According to V.A. Moshnov, the focus on conquering more and more new markets, satisfying customer requests through product differentiation encourages firms to strive to meet consumer preferences to the maximum extent possible, as well as to work to simplify the process of informing consumers about the increasingly complex properties and parameters of manufactured products. Through the advertising activity of companies, a trademark (the name under which a company advertises and sells its products), as one of the marketing tools, helps disseminate information about the quality of the product, reducing the distance between the manufacturer and the consumer. In conditions of growing competition, the buyer is interested in expanding his awareness of the quality of the product.

Research carried out by G. Foxall (UK), R. Goldsmith (USA) and S. Brown (Ireland) confirmed the existence of patterns in a stable market (sales indicators are stable and tend to grow slightly annually) based on the assertion that consumer intentions make a purchase of any of the brands they previously purchased are closely related to future purchasing behavior. That is, a consumer who is satisfied with the use of a particular brand is likely to demand it again, and “ongoing” purchases of that brand are very likely to follow. Buyer intentions are a function of past experience and its consequences, which can be assessed as follows:

where I is the intention to repurchase the brand; is past use; is a constant that varies across different markets.

The importance of attitudinal research here is not that it predicts purchases of specific brands, but that it explains why consumers buy certain brands and not others.

According to P. Doyle, a successful company image is “the unity of three elements: a quality product (P), a clear identity (D) and added value (AV):

, (1.7)

This relationship is multiplicative in nature, since all three elements are needed to create a successful brand. Since brand creation usually begins with the presence of a good product, its perception is most often studied using so-called “blind” tests. Then the product must have a fairly clear identity, the degree of which is usually assessed based on indicators of directed and “spontaneous” awareness. Finally, a successful brand must have added value that instills in the buyer the feeling that the brand and product are of higher quality or superior to its competitors. The measurement of value added takes the form of attitude and preference surveys.

In general, the image component of an enterprise’s competitiveness (K them) can be calculated as follows:

where is the volume of repeated applications in value terms;

Total sales volume.

Management efficiency. V.A. Abchuk in his research defines management as the management of an organization in a market economy, and its goal is the most complete satisfaction of constantly taken into account human needs through the market mechanism of demand, supply and profit. In his opinion, the effectiveness of management is understood as its quality, which ensures that the organization achieves its goals. Quantitatively, management efficiency is defined as the ratio of the result to the costs required for this.

As performance criteria, it is proposed to choose such indicators that make it possible to:

predict the expected result - the organization’s achievement of its goal;

assess the actual degree of achievement of the goal;

compare different goal options with each other.

The basic principle for choosing an efficiency criterion was substantiated in 1945 by academician A.N. Kolmogorov and consists in establishing a strict correspondence between the goal that can be achieved by the organization as a result of its actions and the accepted indicator of success. In this sense, the success rate (performance criterion) is called objective function.

In the most general form, choosing the best option for solving the problem of achieving goals by an organization can be represented mathematically as finding the maximum of the objective function (W):

where b i are the specified parameters (indicators) for solving the problem, for example, the number of allocated resources;

in j are the controlled parameters for solving the problem, i.e. those that we can change, for example, prices, terms;

h k - unknown parameters for solving the problem, for example, market conditions, exchange rate, inflation index.

The problem of choosing the best solution can be formulated as follows: find such values ​​of the controlled parameters in 1, in 2, ..., which, for given parameters b 1, b 2, ..., taking into account the unknown parameters h 1, h 2, ..., provide the maximum of the objective function - the criterion of efficiency.

In a market economy, the interest of participants in the economic process in objective and reliable information about the financial condition and business activity of an enterprise has increased significantly. All subjects of market relations: owners, investors, suppliers, buyers are interested in an unambiguous assessment of the competitiveness and reliability of their partners. Such an assessment can be obtained on the basis of a comprehensive financial analysis based on data from public reporting of enterprises, which allows all participants in the economic process to control the nature and extent of changes in the market position of the enterprise. As a component of such a comprehensive assessment, a characteristic of the efficiency of enterprise management is used, which is usually assessed by the ratio of profit to the entire turnover of the enterprise (revenue from the sale of products (works, services) without VAT) and the result of other sales and non-sales operations.

Thus, a quantitative measure of the efficiency of management () of an enterprise is an indicator calculated by the formula:

where P r - profit from sales of products.

To ensure quantitative comparability of indicators, reducing coefficients of calculated values ​​should be used: for the effectiveness of marketing activities - 0.05; for profitability of sales - 0.1; for the financial condition of the enterprise - 10.

As a conclusion, we note the following. We propose to group internal competitive advantages that determine the market position of an economic entity into six most significant aspects: competitiveness of the product; financial condition of the enterprise; effectiveness of marketing activities; profitability of sales; image (brand capital) of the enterprise; management efficiency.

The given list of competitiveness indicators is not constant and exhaustive. The number of components of an enterprise's competitiveness depends on the required accuracy of the assessment, the purpose of the study and other factors.

1.3 Implementation of the organization’s competitive strategy

The entire sequence of formation of the strategic behavior of an enterprise can be represented in the form of four stages:

) “Analysis” - assessment of the external and internal environment, definition of the mission, formulation of goals;

) “Planning” - strategy planning, task setting;

) “Implementation” - developing plans, carrying out structural changes, forming budgets;

) “Control” - operational management, assessment and control.

Taking into account the results obtained during the strategic “analysis”, the “planning” of the strategy is carried out.

The connecting link between the stages of “planning” and “implementation” is “setting tasks”. The role of this step in the overall strategic management process should be strengthened. The point is that if it is necessary to make adjustments to strategic behavior that do not require a revision of the mission and an analysis of the internal environment, it is advisable to limit the management process by setting additional (corrective) tasks.

The “implementation” block in the strategic management process is essentially preparatory to the effective achievement of selected goals. And the stage of “assessment and control” closes the strategic management process in a continuous cycle.

Thus, having briefly examined the sequence of the strategy formation process, we will dwell in more detail on the stage of strategy implementation as one of the key stages of strategic enterprise management.

The implementation stage allows you to answer the question: with the help of what resources, by whom, when and how can the goals set by the organization be achieved? The nature of actions that ensure the effectiveness of achieving specified target parameters depends on the management characteristics of a particular enterprise and may vary in one way or another. But basically there is the following sequence of strategy implementation: development of plans - implementation of structural changes - formation of budgets.

The system of plans of an organization is a unique form of materialization of planned activities, because the drawing up of plans presupposes their thorough feasibility study.

Basic strategic plan. It describes the company's core business and includes the corporate strategy for the long-term future. Depending on the operating conditions of the enterprise, this plan is developed for a period of 3 to 5 (10) years. It serves as a guide for all other plans. At the same time, it is a limitation in decision-making by strategic business units (SBUs) relating to the main areas of activity, in order to prevent the goals of individual units from being opposed to the overall development goals of the enterprise;

) Tactical plans for the development of specific business areas of individual SBUs. Their main content is business strategies aimed at growth, maintaining stability and increasing competitiveness, as well as eliminating certain unpromising areas of business. Such plans are drawn up for a period of 1 to 3 (5) years and are drawn up, as a rule, in the form of business plans;

) Operational plans. They regulate the current activities of departments and services to achieve the corporate strategy of the enterprise as a whole and the business strategy of the SBU, of which these departments are part. For more effective control and evaluation of execution, such plans are drawn up for a period of 1 month to a year;

) Programs and plans-projects. This group is targeted in nature and includes programs such as developing new products, penetrating new markets, conducting a large-scale advertising campaign, reducing production costs, modernizing production, saving energy resources, etc. The programs, in turn, are supported by specific projects characterized by specific costs and a certain investment attractiveness.

As we see, the system of organization plans is complex, consistent, interconnected and, at the same time, individual in nature. Each enterprise can independently determine the structure, content, form of plans, as well as the main approaches and methods for their development and implementation, because their only consumer is the enterprise itself.

However, the development of a system of plans for the effective implementation of strategic management is considered insufficient. Here the problem of disconnection between the planning system and the management system may arise. In particular, expanding the scope of economic activity and entering new markets requires attracting additional personnel. And, conversely, leaving unpromising economic zones and closing unprofitable industries leads to a reduction in personnel. Hence the need to successfully integrate the overall business strategy and organizational human resource management practices. In other words, here it is necessary to establish a relationship and find subordination between the strategy and the main responsible executors of the developed system of plans.

Coordination of business strategy and organizational management has the following purposes:

) introduction of structural changes due to growth (merger, acquisition, consolidation, implementation) or reduction (partial suspension of activities, temporary closure, complete liquidation) of individual SBUs;

) increasing the efficiency of assessment and control over the achievement of set goals and objectives;

) coordination of resources and implementers of plans, programs and project plans;

) avoiding opposition and duplication of individual functions.

The next step on the path to “strategy implementation” is “formation of budgets.” Here, the main approaches and principles applied to the development of budgets coincide with the principles of building organizational management. Budgets at all levels must be subordinated to the overall goal of enterprise development and prevent the financial support of some departments from being opposed and inconsistent with other plans.

“Formation of budgets” completes the stage of “strategy implementation”.

To summarize, we can conclude that the essence of the formation of strategic management for enterprises lies in determining the direction of development, developing a system of measures to effectively approach the chosen benchmark, as well as assessing and monitoring the process of implementing the chosen strategy. In this case, the behavior of the enterprise in the market is of primary importance.

And, as practice shows, those enterprises that carry out comprehensive strategic planning and management operate more successfully and achieve increased efficiency in all areas of business.

Main summary conclusions for the chapter

1. Competitive strategy considers the most long-term organizational reasons, goals, decisions and actions. Factors that determine the choice of a particular competitive strategy are divided into external (socio-economic and organizational relations that allow the enterprise/industry to create products that are more attractive to consumers in terms of price and non-price characteristics) and internal (scientific and technical potential, financial and economic potential , human resources, advertising effectiveness, conditions of storage, transportation, packaging of products, level of service and warranty, etc.).

Determining the scope of business, goal setting, defining short-term and long-term goals (programs), and defining a strategy make up the company’s strategic plan.

The strategic plan must contain: actions to change the strategy, fine-tune it to the situation, to find and consolidate new opportunities for the company, to improve the company's activities, improve competitive positions and influence industry conditions.

The strategy depends on the external and internal operating conditions of the company. The main external factors are: social, political, legislation, social influence, attractiveness of the industry, market threats and favorable opportunities for the company.

2. Analysis of the competitive strategy of Arkon Auto LLC

2.1 Characteristics of the activities of the enterprise LLC "Arkon Auto"

The organizational and legal form of the Arkon Auto company is a limited liability company. The authorized capital of 10,000 rubles of Arkon Auto LLC was fully paid at the time of state registration.

Geographically, Arkon Auto LLC is located in Vladivostok, st. Shoshina, 6 in one of the central residential areas of the city, in close proximity to the main transport routes (5 min drive to 100 Let Vladivostok Avenue (Federal Highway M-60), 3 min drive from the bypass road on Vyselkovaya Street.

The company is located in the industrial building of the former plumbing plant VTsRTO, it owns 1.3 production premises with a total area of ​​1500 m 2, of which 340 m 2 are occupied by company offices, here are an assembly shop, premises for repairing internal combustion engines and fuel equipment, an auto electrician, an oil change station , body repair boxes (construction of additional office premises with an area of ​​300 m2 is also underway), in front of the facade of the building there is a parking lot "Arkon Auto" with a total area of ​​1500 m2.

Today "Arkon Auto" offers the following services:

Buying cars, motorcycles and special equipment at Japanese auctions without intermediaries.

Delivery of cars, special equipment, boats throughout Japan to the port of Fukui.

Supply of cars, special equipment, designers, front halves of cars, boats from Japan to Russia through the port of Fukui.

Dismantling/cutting of cars, storage of cargo before shipment from Japan.

Assembly of purchased cars.

Purchase and delivery of any lots on Yahoo auction.

Search and replacement of any spare parts.

The organizational structure of Arkon Auto LLC is presented in Appendix A.

This structure is linear-functional.

Advantages of the linear-functional structure of Arkon Auto LLC:

High competence of functional managers;

Reducing duplication of effort and consumption of material resources in functional areas;

Improved coordination in functional areas;

High efficiency with a small variety of products and markets;

Maximum adaptation to production diversification;

Formalization and standardization of processes;

High level of capacity utilization.

Disadvantages of the structure of Arkon Auto LLC:

Excessive interest of managers in the performance results of “their” departments. Responsibility for overall results is only at the highest level;

Problems of cross-functional coordination;

Excessive centralization;

Increased decision-making time due to the need for approvals;

The reaction to market changes is extremely slow;

Entrepreneurship and innovation are limited.

The main functions of Arkon Auto LLC specialists are enshrined in job descriptions. Thus, the responsibility of the general director is to manage and control the activities of the enterprise.

The job responsibilities of the head of the sales department include conducting negotiations with counterparties, preparing foreign trade contracts and other commercial documents necessary for import operations, and conducting transactions at all its stages.

Sales managers are engaged in searching for new clients, and are also involved in directly concluding transactions.

The duties of a logistician-declarant include carrying out customs clearance of imported goods, conducting customs inspections, and resolving transport issues.

Drivers are responsible for the delivery and forwarding of goods in Vladivostok.

The chief accountant monitors the maintenance of accounting records at the enterprise, draws up financial reporting forms, conducts settlements with banks, suppliers and customers, opens, maintains, changes and closes transaction passports, provides supporting documents to the authorized bank, etc.

The main legislative act within the framework of which Arkon Auto LLC operates is the Federal Law “On Limited Liability Companies” dated January 28, 1998 No. 14-FZ.

Arkon Auto LLC maintains accounting records and submits financial statements to the tax authorities in the manner established by the Federal Law “On Limited Liability Companies”, the Tax Code of the Russian Federation and other legal acts. Responsibility for the organization, condition and reliability of accounting, annual reports and submission of other financial statements to the relevant authorities lies with the General Director of Arkon Auto LLC in accordance with the Federal Law “On Limited Liability Companies”.

Foreign economic activity of Arkon Auto LLC is carried out on the basis of the laws of the Russian Federation, regulations, such as:

Federal Law “On Export Control” dated July 18, 1999 No. 183-FZ (as amended on December 6, 2011);

Federal Law of December 8, 2003 No. 164-FZ “On the fundamentals of state regulation of foreign trade activities”;

Other regulations.

The financial results of the activities of Arkon Auto LLC are shown in Table 2.1.

Table 2.1 - Financial results of Arkon Auto LLC for 2010-2012.

Figure 2.1 shows the dynamics of sales revenue, product costs and sales profit of Arkon Auto LLC for 2010-2012.

In 2011, revenue increased at a higher rate than in 2012. The growth rate of the cost of products (services) is higher than the growth rate of revenue, therefore, in 2012, profit and profitability decreased, i.e. The company's operations as a whole have become less efficient.

Based on the general goals of the enterprise, the goal of the sales service is to develop recommendations for the formation and implementation of the production and sales policy of the enterprise, as well as to coordinate the activities in this area of ​​all divisions of the enterprise. Management recommendations on the market orientation of the production, economic and sales activities of the enterprise, after approval by the management of the enterprise, are mandatory for the relevant departments engaged in these types of activities.

The sales department does not replace other divisions, but orients the activities of other divisions towards the market and correlates their work with the goals of market activity common to the entire enterprise.

The sales department of Arkon Auto LLC was created three months after the establishment of the enterprise. When the enterprise began its production activities at full capacity.

The sales department includes a deputy director for sales and sales specialists of 5 people.

There are three groups of functions of the sales service of Arkon Auto LLC based on marketing orientation: planning; organization; control and regulation. Each of these groups of functions, in turn, consists of a number of specific functions (works), reflecting the specifics of each group.

Planning involves performing the following functions:

Analysis and assessment of market conditions;

Formation of an assortment production plan based on customer orders;

Selection of distribution and distribution channels.

The sales organization includes the following functions:

) organization of warehouse and packaging facilities for finished products;

) organization of sales and delivery of products to consumers;

The functions of control and regulation include the following:

Evaluation of the results of sales activities;

Monitoring the implementation of sales plans;

Statistical accounting and operational accounting and reporting of sales activities.

The goal of the sales department is to develop recommendations for the formation and implementation of the production and sales policy of the enterprise, as well as to coordinate the activities in this area of ​​all divisions of the enterprise. His recommendations on the market orientation of the production, economic and sales activities of the enterprise, after approval by the management of the enterprise, are mandatory for the relevant services engaged in these types of activities.

Decisions affecting the market orientation of the enterprise are made by all divisions of the enterprise on the basis of recommendations and in agreement with the sales service. All divisions of the enterprise are required to provide the sales service with any information about the nature and results of their activities. In turn, the sales department is obliged to provide all other divisions of the enterprise with the information necessary for the market orientation of their activities.

The main tasks of the sales service:

Assessment of market conditions;

Together with other divisions of the enterprise and the management of the enterprise, developing goals and strategies for the enterprise’s market activity in the domestic and foreign markets;

Development of long-term and current marketing plans for the enterprise as a whole and individual product groups and coordination of the activities of enterprise divisions in this area;

Operational information support for marketing activities of the entire enterprise and its divisions;

Development, based on orientation towards market activities, recommendations for improving the efficiency of the enterprise, etc.;

Creating an image of a successful and reliable company.

The sales department interacts with other divisions of Arkon Auto LLC (internal marketing environment):

With production department;

With the logistics department.

Thus, to ensure the effectiveness of sales activities at the enterprise, all the necessary conditions have been created: the department is fully staffed with relevant specialists who have the opportunity to cooperate with other services of the enterprise to obtain the necessary information, as well as continuously improve their skills.

The company finds customers in the following ways:

Distribution of catalogs at exhibitions;

Receiving applications for the supply of products from customers.

Let us present the main directions for increasing the efficiency of the sales strategy of Arkon Auto LLC.

The strategy of Arkon Auto LLC is to increase sales by expanding sales markets and increasing the company's share in occupied sales markets through a flexible response to changes in market conditions, the development of new services, in particular auto repair, and the development and implementation of an effective marketing policy.

The company plans to move to the implementation of a new product sales strategy and sales methods, providing for:

creation of a dealer network;

analysis of the level of effective demand for goods;

The choice of such a strategy will make it possible to implement the tasks of expanding existing markets and penetrating new markets, ensuring break-even sales of goods.

Thus, Arkon Auto LLC, like any enterprise, experiences certain difficulties in carrying out marketing activities, due to both subjective factors, for example, the imperfection of the organizational structure of the Marketing Department, and objective factors, for example, increased competition in foreign markets for product sales.

An analysis of the governing documents of Arkon Auto LLC is presented in Table 2.2.

Table 2.2 - Characteristics of governing documents of Arkon Auto LLC

Final control carried out immediately after the work is completed. Either immediately upon completion of the controlled activity, or after a predetermined period of time, the actual results obtained are compared with the required ones. Here there is a comparison of the planned profit with the received one, staff turnover, etc.

The management of Arkon Auto LLC analyzes the actual results obtained and required and evaluates how realistic the plans were drawn up. This procedure also allows you to obtain information about problems that have arisen and formulate new plans to avoid these problems in the future (which is the function of analysis).

The second function of final control is to promote motivation, since the salaries of most employees directly depend on the results of the organization's activities.

For example, in the credit risk analysis department it is represented by the progress reports provided by employees. These reports are then analyzed and provide management with information to make forecasts.

Let's consider the number of reports accepted and sent for revision in 2011-2012. (Table 2.3).

Table 2.3 - Number of reports accepted and sent for revision

Table 2.3 shows that in 2012 the growth of reports sent for revision was higher than the growth of those accepted in such departments as accounting - by 12 units, sales department - by 7 units. and by 5 units. respectively. It can be concluded that control has become tighter.

It is necessary to improve the control function in an organization to build a decision-making scheme in the department based on identified deficiencies and the fulfillment of the desired conditions for improving the procedure for generating a report and implementing the management system, for the further use of the free functionality that has appeared in the distribution of responsibilities structure.

2.2 Analysis of the operating environment of the enterprise Arkon Auto LLC

The internal structure of an organization is also called the internal environment. This includes the functional structures of the company that provide management, development and testing of new products, promotion of goods to customers, sales, service, relationships with suppliers and other external bodies. The concept of the internal environment also includes personnel qualifications, information transmission system, etc.

Sales structure. Arkon Auto LLC imports goods from Japan and Korea. At the same time, the geographical structure of supplies is dominated by goods from Japan, but in 2011-2012 the share of goods from Korea increased.

The share of supplies from Japan decreased from 95% in 2010 to 71% in 2011 due to the introduction of technical regulations in Russia establishing more stringent requirements for the characteristics of cars, as well as due to an increase in duties on used imported cars. The increase in supplies from Korea is also due to the fact that the South Korean auto industry has increased production rates in recent years and strengthened the requirements for the quality of its products.

The product structure is dominated by passenger cars; in 2010 they accounted for 84% of total imports, but in 2012 their share decreased to 59% due to the growth in imports of trucks and special equipment. The latter is due to the large number of construction projects in Vladivostok on the eve of the APEC Summit.

Staff. The total number of ArkonAvto employees, including management, is 52 people.

% of ArkonAvto personnel are old personnel with experience in the company of 3 years or more, the team is stable (conflicts rarely arise, and if they arise, they are resolved with the involvement of management).

When hiring, applicants are subject to certain requirements, depending on the position they are applying for.

For example, the main requirements for an accountant are having a higher specialized education, at least 3 years of experience in this profession and knowledge of 1C.

Employment contracts are concluded with all employees. An employment contract is nothing more than an agreement between an employer and an employee, according to which the parties have mutual responsibilities.

The legal status of an employee at Arkon Auto LLC is regulated by the job description. This document establishes the functions, rights, duties and responsibilities of the organization's employees.

Currently, at Arkon Auto LLC, all employees have job descriptions corresponding to their profession, and employment contracts have been concluded with all employees.

All employees receive a salary, i.e. fixed salary stipulated in the employment contract.

The Far Eastern coefficient and the Far Eastern bonus are applied to the basic salary. The Far Eastern coefficient is calculated in the amount of 20% of the amount of accrued wages, and the Far Eastern bonus is set differentially and is accrued only to permanent employees (Table 2.4).

Thus, the wages of employees of Arkon Auto LLC consist of the basic wage and allowances.

Based on the results of the year, the so-called “thirteenth salary” is paid at the end of December.

Declarants of Arkon Auto LLC take part in ongoing seminars, which helps improve their professional skills.

Table 2.4 - Amount of the Far Eastern surcharge

Taxes and taxation. Arkon Auto LLC pays all types of taxes and fees provided for by the legislation of the Russian Federation. The tax field of Arkon Auto LLC for 2012 is presented in Table 2.5.

Table 2.5 - Tax field of Arkon Auto LLC for 2012

According to table 2.5, Arkon Auto LLC makes quarterly advance payments for property tax and transport tax. VAT is paid by the company quarterly. Income tax is paid every year.

Pricing. The basis for determining the selling price of a product is the import price.

The basis for the formation of the import price is the information received and the offer price of specific exporters. Arkon Auto LLC calculates all possible options for importing goods and selects the one at which the cost of the goods will be minimal.

When determining the selling price, all costs incurred by Arkon Auto LLC when importing goods are taken into account, including overhead costs:

Expenses abroad (Japan, Korea):

Price of the product (car) in Japan or Korea;

Registration of export documents, customs clearance;

Auction fees;

Delivery within Japan (Korea);

Freight to Vladivostok;

Foreign partner commission;

Bank commission for transferring funds in the amount of 0.2%.

Expenses in Russia:

Duty;

Bank commission 0.65%;

Agreement;

Temporary storage warehouse services;

Customs broker services;

Transits;

Forwarding services of Arkon Auto LLC;

Commission of Arkon Auto LLC.

Thus, Arkon Auto LLC uses a cost-based pricing method, using the “costs plus planned profit” scheme.

We present a table in which we consider the pricing process at Arkon Auto LLC (Table 2.6).

Table 2.6 - Percentage of costs to total cost of goods

Ordering and delivering a car from a foreign auction is a rather labor-intensive and lengthy process that includes a large number of actions from different specifications. That is why it is quite relevant to use the company Arkon Auto LLC in this case. The commission that the company itself takes is only about 2%, which is quite insignificant if you take into account the fact that it takes on all the work and responsibility. Although, of course, some actions have to be carried out by the client himself. So, for example, he must make an advance. At Arkon Auto LLC, this is a fixed amount of 30,000 rubles, which at the end of the transaction is credited towards payment of the final cost of the car. And also the client must fill out and sign some documents, such as:

Agreement with the company "Arkon Auto" LLC on the provision of services;

Contract of sale;

The main direction of the Arkon Auto company was and remains the selection of a car at the request of the client from automobile auctions in Japan; almost all areas of the company work in this area of ​​​​activity to one degree or another.

Everyone knows that there is no longer a need to buy cars in person from parking lots in Japan. A more civilized way is to buy cars via the Internet from car auctions. Today, the Arkon Auto company has access to all major Japanese auctions. It was not easy to achieve this, the Japanese put forward a number of serious demands, including registering a company in Japan and purchasing real estate, but the Arkon Auto company fulfilled all the conditions, thereby gaining the trust of its partners in Japan. Now Arkon Auto works directly without intermediaries, thereby guaranteeing the quality of the car and its compliance with all client requirements. An acceptable price for the services was also achieved due to the fact that the company directly charters the ships and only carries out all technical work on the vehicles with its own personnel, which reduces the risk of damage to the cargo, its theft and contributes to the timely detection of defects.

As a result, it often turns out that a car purchased through Arkon Auto costs less than on the markets, but its quality is guaranteed. There is no vehicle or special equipment offered on the Japanese domestic market that you could not buy together with Arkon Auto and bring to Vladivostok. This applies to both right- and left-hand drive vehicles, oversized vehicles and watercraft.

Payment for the cost of a car selected at Japanese auto auctions at the Arkon Auto company does not occur immediately, which is also convenient for the client. The purchase payment stage is carried out in three stages:

Prepayment

Payment for the cost of the car and delivery costs to Vladivostok after purchase in Japan

Full payment of customs duties and company services directly upon receipt of the car.

For the complete convenience of clients, the company has opened the “Car Lending” direction; it is not the company’s area of ​​income, therefore its registration at the Arkon Auto office does not require additional costs (in addition to bank fees).

There is another important point that immediately inspires trust among clients. The company's office is located in the same place where the company develops its activities. In the windows of the head office you can immediately see a parking lot with cars that have already been delivered; there is also a workshop for collecting construction kits, repair bays - all in one place. Here you can always see how the company's craftsmen work. On average, 4 ships arrive per month, delivering from 200 to 400 units of various equipment and cars from the Land of the Rising Sun. True, not all of this equipment belongs to Arkon Auto; there are a number of clients who simply use the services of transporting goods purchased on their own. Also often, large-sized cargo is loaded onto Arkon Auto ships - boats, boats, special equipment.

The main office of the Arkon Auto company is located in Vladivostok on Shoshina Street 27, but the scope of its activities extends far beyond the Primorsky Territory. Orders come here through company representative offices in other regions. People in other cities receive the same complete information about the cars that are offered to them as those who are located in Vladivostok closer to the main office, and most importantly, they receive the same guarantee for order delivery.

Delivery to the company's representative offices in Khabarovsk and Blagoveshchensk is carried out on the company's car transporters, which ensures the shortest possible delivery time for the car to the client. When purchasing a car by a client from any other city in Russia, in addition to delivery, there is no additional charge. Delivery is also carried out by rail.

The Arkon Auto company initially focuses on mass purchases. By not inflating the cost of services, providing full guarantees, and finding an individual approach to the client, the company knows that by doing so they earn the trust of clients who will come here for their next purchase and recommend the company to their friends and colleagues. That is why the Arkon Auto company has a large circle of regular wholesale customers, which is expanding daily. The portrait of the company's buyer is presented in Table 2.7.

Table 2.7 - Portrait of the buyer of the Arkon Auto company

Arkon Auto LLC carries out its main activities in Vladivostok. Vladivostok is a city and port in the Far East of Russia, the administrative center of the Primorsky Territory, part of the Vladivostok urban district, the terminus of the Trans-Siberian Railway. The city's population is 622,500 (estimated as of January 1, 2013). The city is located on the coast of the Sea of ​​Japan on the Muravyov-Amursky Peninsula.

In 2008, analysts from the Autostat agency studied 170 cities with a population of over 100 thousand people. They analyzed the structure of the vehicle fleet by year of manufacture and by main brands.

Thus, at the beginning of 2008, the Russian automobile fleet consisted of more than 30 million passenger cars. It turned out that it takes root mainly due to the northern and eastern regions. Far Easterners, it turns out, live much better than residents of Central Russia.

Vladivostok eventually became the most car-heavy city in terms of car density. In Vladivostok, according to Avtostat estimates, there are 566 cars for every thousand residents. And this despite the fact that officially 622.5 thousand people live in the regional center. That is, more than half of the city gets into cars every day.

The results of an analytical study conducted by the Avtostat agency indicate that the vehicle fleet of the city of Vladivostok consists of 48.7% Toyota cars.

Also, according to agency analysts, the second most popular brand here is Nissan (15% of the car park), and the third is Mitsubishi (7% of the car park). The remaining places in the leadership group are distributed between the Japanese Mazda (4.1%), Suzuki (2.4%), Subaru (2.1%) and Isuzu (1.6%).

Thus, in the Vladivostok vehicle fleet, the share of foreign cars was 89.7%.

Quantitative indicators are clearly not in favor of Russian brands, the share of cars of which does not exceed 11% of the total. The most popular are Lada cars (4.4%), and in second place are Moskvich (2.3%). Next come “Zaporozhtsy”, “UAZ” and “GAZ”. All other brands (European, American and South Korean) occupy only three percent of the local vehicle fleet.

It should also be noted that the average age of cars operated in Vladivostok turned out to be noticeably higher than in other large cities of Russia. So, about 80% of the local vehicle fleet are cars older than 10 years, despite the fact that in Moscow or St. Petersburg, “ten-year-olds” make up only 37 and 38% of the fleet, respectively. And the most popular brand in Moscow at the end of 2007 (based on data on newly registered cars), in contrast to Vladivostok, was the Ford brand.

Table 2.8 - PEST analysis

There is a positive economic environment on the market that is conducive to business development, which makes it possible to move from emergency planning measures to drawing up long-term plans. Factors from the technological group also have a negative impact on the enterprise. They must be taken into account when developing a strategy. Factors of political and social groups have some negative influence. All of them are hardly predictable, but must be taken into account when developing strategic alternatives.

The next stage of analysis is competitor analysis.

The main competitors of Arkon Auto LLC in the automotive market are:

CJSC "Summit Motors" (Vladivostok)";

LLC "Altair-Auto";

- “Triumph Auto Far East”;

Pacific Auto LLC;

LLC "Vostok-UAZ"

Grand Motors LLC

LLC "Champion-Vladivostok"

A more detailed assessment of competitors is presented in Section 4 of this report.

Suppliers. The main suppliers of Arkon Auto LLC are:

MihairuCo LTD Japan,

Network of Japanese auctions Aauc, USS, TAU, HirohamaCo LTD.

In strategic management, the most commonly used method for analyzing the organization's environment is called SWOT analysis. Using this method, it is possible to establish lines of communication between strength and weakness and external threats and opportunities. Such connections are subsequently used to develop strategy.

In the process of developing a strategy, it is necessary to take into account that opportunities and threats can turn into their opposites.

To successfully apply a SWOT analysis of an organization’s environment, it is important to be able to not only identify threats and opportunities, but also try to evaluate them from the point of view of how important it is for the organization to take into account each of the identified threats and opportunities in its behavior strategy.

For such an assessment, the method of positioning on matrices of opportunities and threats is most often used (see Appendix B).

For the Arkon Auto company, after the analysis, the most significant and probable opportunities were to expand market share, expand the range and develop a new direction for the sale of related products (accessories for cars), as well as the development of such a direction as auto repair.

After positioning the threats, it was revealed that:

A company can be brought to a critical state either by the entry of a large number of competitors into the industry and a radical change in consumer tastes;

The destruction of a company or its exit from the industry can be caused by restrictive policies of government bodies, for example, an even greater increase in customs duties and taxes, an increase in transport tariffs, or changes in trade rules.

2.3 Assessment of the competitive position of Arkon Auto LLC

We will present basic information about the competitors of Arkon Auto LLC in the local market in Appendix B.

Then we will evaluate competitors in the local market.

It should be noted that competition in this market is very tough. Such services are provided by a large number of both small and large enterprises.

Competitors are assessed on a five-point system.

Weight of factors:

Quality - 0.3

Assortment - 0.2

Delivery time - 0.1

Location - 0.05

Popularity - 0.05

To assess competitors, a selective study was conducted on the main competitors selected for study due to the fact that these companies have a similar product range.

Table 2.11 - Assessment of competitors in the local market

Grand Motors LLC = 1 × 0.3 + 0.3 × 4 + 0.2 × 3 + 0.1 × 5+ 0.05 × 5 + 0.05 × 5 = (0.3 + 1.2 + 0.6 + 0.5 + 0.25 + 0.25) / 6 = 0.517

Altair-Avto LLC = (0.3 × 1 + 0.3 × 5 + 0.2 × 4 + 0.1 × 5 + 0.05 × 5 + 0.05 × 5) / 6= (0, 3 + 1.5 + 0.8 + 0.5 + 0.25 + 0.25) / 6 = 0.6

Arkon Auto LLC = (5×0.3 + 5×0.3 + 0.2 × 5 + 0.1 × 2+ 0.05 × 5+ 0.05 × 5) /6 = (0.9 + 1.2 + 0.8 + 0.5 + 0.25 + 0.25) / 6 = 0.78

From the above calculations it is clear that only in terms of the “Delivery time” factor does Arkon Auto LLC lose to its competitors (Figure 2.8). However, in terms of price and quality, that is, indicators that have greater weight, the enterprise wins significantly. As a result of assessing competitiveness indicators, Arkon Auto LLC scored 0.78 points, which is significantly higher than that of its competitors.

Based on the analysis and assessment of the competitive environment, it was concluded that none of the enterprises under study is able to compete with Arkon Auto LLC in terms of quality of services, quantity, assortment, and prices. Due to the fact that the need of this market for quality services is very great and is not fully satisfied, Arkon Auto LLC can repeatedly increase the volume of sales of its products in this region.

To increase the competitiveness of products, Arkon Auto LLC must actively use marketing tools: advertising, discounts, etc., expand the market, sales markets.

3. Development of a competitive strategy for the organization Arkon Auto LLC

3.1 Development of a competitive strategy in order to improve the competitive position of the company Arkon Auto LLC

The Arkon Auto company began to develop in the mid-90s, then its founders transported cars and trucks for their use, to friends, for the purpose of subsequent resale, and spare parts for sale, which were purchased at car parks at ports of call of Russian ships. Since 2002, as a result of the constantly growing demand for cheap and high-quality used cars, motorcycles, household appliances, spare parts, crane installations, automobile tires, the company’s sales begin to be regular, the company’s regular customers appear, demand is formed, and the prerequisites for capital formation are created. .

Main strategic objectives for that period:

Business consolidation (company growth);

Expansion of services provided;

Improving the quality of goods supplied and services provided;

Acquisition of real estate (with production premises) to house the company.

By 2003, the company's activities represented an average company in relation to competitors, well-standing on its feet, with partners in Japan in the form of several recycling companies of the company (Scrubs). In Japan, "Arkon Auto" is represented by a logistics department (5-7 people) located in close proximity to Japanese partners, a rented site in the port of Fukui (temporary storage warehouse) made it possible to independently form batches for shipment to Russia (disassemble, cut into spare parts, transport and delivery of vehicles), accept and describe vehicles and equipment in preparation for shipment, monitor the delivery of goods by Japanese partners in Japan, prepare loading documents, which in itself was a significant advantage over competitors. Complex In Russia, Arkon Auto developed two main (at that time) directions:

Parking lot for the sale of trucks and special equipment, crane installations, truck spare parts;

At the same time, such a direction of the automotive business as the import of cars in the form of auto parts of the first complete set of engines and bodies with subsequent assembly (replacement with outdated auto units) begins to develop dynamically. From 2003-2008, this area of ​​activity became the main one for the company. In 2004, the Company received Accreditation and registered at domestic Japanese auctions to which previously foreign citizens and companies did not have access; accordingly, cars at these auctions were intended for resale with subsequent use in the domestic market of Japan, they had a special evaluation system that allows one to form an idea of ​​​​the condition of the item being sold - purchased car. Access to auctions allowed one of the first companies to introduce a new service for its clients - purchasing cars to order (the choice was made directly by the client of the company in Vladivostok), a department of managers with knowledge of the Japanese language is being formed. The volume of transactions to provide the service of “purchasing a car from an auction in Japan and delivering it to the company’s warehouse in Vladivostok” is growing exponentially every month. The company is moving from irregular deliveries of limited quantities of cars, in the form of additional loading onto ships attracted to call at the port of Fukui once a month, to targeted chartering of ships for the needs of regular deliveries of collected cargo to Russia (with a regularity of 1-2 ships every 1-2 weeks Later, Kazakhstan opens its borders to the import of Japanese cars, Arkon Auto does not stand aside and finds partners from Kazakhstan in Japan who want to automate their work, since supply routes lie through the territory of the Russian Federation, this area of ​​​​work is regular in the form of 1-2 deliveries per month, was successful until Kazakhstan adopted protective duties on right-hand drive cars in 2006.

Gradually the company grew to a large range of services:

Sale of cars from the company's warehouse

Buying cars at Japanese auctions without intermediaries

Delivery of cars, special equipment, boats, cargo throughout Japan to the port of Fukui.

Storage of cargo prior to dispatch from Japan.

Lifting large watercraft (boats, yachts) from the water, loading and sending to Vladivostok

Supply of cars, special equipment, designers, front halves of cars, boats from Japan to Russia through the port of Fukui, Noshiro on ships chartered by the company.

Car dismantling/cutting.

Customs clearance in Russia.

Assembly of purchased cars (constructors)

Not all areas of the company's activities developed dynamically; the company sought to develop and shape its offer in accordance with changes in consumer demand. Such areas of activity as auto repair, supply and sale of auto parts existed in parallel, performing auxiliary functions to the main activity of the company, and such types as the sale of cars from the company's warehouse, purchase, supply and sale of water equipment began to be local in nature.

In 2008, new customs legislation came into force which significantly adjusted customs duties in relation to automotive equipment imported to Russia, as well as first-generation spare parts (in particular, automobile bodies). Due to the introduction of protective duties, the market share began to decrease and, in some cases, shift in favor of purchasing “left-hand drive” cars, and there was a jump in prices for used cars. As a result, the cooperation of Japanese cars decreased, buyer preferences began to change dynamically from purchasing used ones. luxury class cars with a long service life from Moscow and Moscow Region before purchasing a “new product” on the automobile market of Valadivostok - new and used Korean cars due to their low cost.

Currently, there is an equalization of demand relative to the preferences of car owners who have experience in operating high-quality Japanese equipment, experiments with the acquisition of well-worn cars from Moscow and Moscow Region, as well as cheap Korean cars, are coming into the background. The preferences of motorists are gradually returning to “right-hand drive” Japanese cars, which often bear the names of folk cars, but due to the high cost of cars in Japan of “passing years” (from three to five years inclusive) and duties on them, the dynamics of cooperation with this category of cars is growing not significant.

A differentiation strategy is proposed as a competitive strategy for Arkon Auto LLC. This strategy becomes an attractive competitive approach as consumer needs and preferences become diversified and can no longer be satisfied by standard products.

The essence of a differentiation strategy is to find ways to be the only one that offers customers the additional features of a product that they want, and to continually maintain that advantage.

For a differentiation strategy to be successful, a company must study the needs and behavior of customers, know what they prefer, what they think about the value of the product and what they are willing to pay for. After this, the company offers one, or perhaps several, distinctive characteristics of the product/service in accordance with customer requests, and these offers must be tangible and memorable.

Competitive advantage arises when a significant number of buyers become interested in the differentiated attributes and characteristics of the product offered. The greater the interest of buyers in the various characteristics of the products offered, the stronger the company's competitive advantage. Successful differentiation allows a firm to:

Set an increased price for a product/service;

Increase sales volume (because a large number of buyers are attracted due to the distinctive characteristics of the product);

Gain customer loyalty to your brand (as some customers become very attached to additional product features).

Differentiation is successful if the costs of its implementation are covered by increasing the price of the updated and changed product. Differentiation fails when customers do not see enough value in a brand's uniqueness to buy that product over a competitor's product, and/or when the company's approach to differentiation can be easily copied and applied by competitors.

The key to a successful differentiation strategy is creating customer value in a way that is different from competitors. There are three approaches to creating customer value. One of them is to develop such characteristics and features of the product that help reduce the total cost to the buyer of using the company's products. The second approach is to create such features of the product that the effectiveness of its use by the consumer increases. The third approach involves giving the product features that increase the degree of consumer satisfaction, but not through savings, but in some other way.

The basis of differentiation in gaining a competitive advantage is a product whose characteristics differ significantly from the characteristics of goods produced by competitors.

Typically, differentiation provides a lasting and more profitable competitive advantage when it is based on:

Technical excellence;

Product quality;

Excellent customer service.

Such distinctive characteristics are widely recognized by customers and have value.

As part of the competitive strategy of Arkon Auto LLC, it is proposed to develop such a direction as auto repair. Since the company’s capacity, specialization, human resources, partners, availability of equipment, special tools and technology contribute to the development of activities in this direction.

This choice is due to the fact that with the loss of the market in 2008 (after the adoption of protective duties on the designer), the market was restructured - cooperation with whole cars decreased and, as a result, the demand for spare parts and repair services increased.

Competing companies in the industry have refocused on specialization (providing one service):

Trade in new spare parts,

Trade in used spare parts (showdown),

Trade in related products (autochemicals, accessories),

Car delivery only.

There was an increase in income in the provision of repair and maintenance services, but the quality of the services provided did not increase.

All companies were forced to face a decrease in the number of employees, except for Arkon Auto due to a large client base of mainly wholesale clients, as well as representative offices in Blagoveshchensk and Khabarovsk, and a large list of services provided by the company softened the company’s losses.

Thus, Arkon Auto should use the targeted attraction of customers - acquaintances, partners of the company in auto repair, as well as develop a new direction - the purchase and delivery of goods from the Japanese flea market Yahoo.

Table 3.1. The current strategy of the enterprise and proposals for its improvement

3.2 Action plan for the implementation of the enterprise’s competitive strategy

We will develop an action plan for opening a car service center.

Table 3.1 Plan - schedule for opening a car service enterprise, developing a new direction - purchasing and delivering goods from the Japanese flea marketYahoo

Particular attention is expected to be paid to the selection of personnel, which should be carried out, if possible, from men under the age of 35-45 years with at least 5 years of experience in this industry, with at least secondary specialized education, since the installation and development of new equipment is expected to be carried out by the company’s personnel . Also important are such qualities of employees as the ability to learn and be creative, the ability to psychologically adapt in a team, sociability, etc., since the personnel factor is quite significant in ensuring the competitiveness of the company.

Table 3.2 Traditional types of work and range of car service services of Arkon Auto LLC

In addition, the company will provide specialized services not offered by competitors.

Table 3.3 - Specialized types of car service services of Arkon Auto LLC

Spare parts will be purchased according to the order and needs of each client; only spare parts with a low purchase cost and inexpensive consumables will be available from the enterprise.

The profitability of the Arconauto LLC car service can be increased by increasing the flow of customers and reducing costs. To do this, the following steps will be taken:

expanding the range of services provided by the company in the second and third years of the project;

minimizing the cost of purchasing equipment (by placing orders for certain works in specialized companies);

reduction in rental payments;

We consider the main method of attracting buyers of our service (of course, along with its optimal price and quality) to be competent organization of the service, which includes:

provision of service guarantees for at least 6 months. from the date of service provision,

providing the opportunity, if necessary, to deliver the vehicle to the repair site,

application of a flexible system of discounts for consumers who regularly use the services of our company,

the possibility of providing services under direct contracts with transport companies,

maximum provision of the repair time required by the consumer,

systematic assessment of the quality of service through questionnaires (possibly a “Book of Reviews” and other forms of “feedback” with consumers of services),

ensuring continuous improvement of means and methods of serving consumers,

The last point involves the distribution of advertising and non-advertising articles in the local press, highlighting the level and quality of services and guarantees provided by the Arkon Auto LLC car service center, the production of 4-5 billboards, and advertising in transport. In this case, it is planned to pay special attention to a carefully thought-out text of the appeal to consumers, a suitable design that attracts attention and emphasizes the business qualities and advantages of our company. Personal contacts with consumers also play an important role in attracting the attention of consumers. Perhaps this measure will be no less effective than advertising. Based on the above criteria, the following types of promotion were chosen to achieve the goals:

Installation of a sign;

Purchasing branded clothing for staff;

Advertisements in the newspaper;

Despite the fact that these events will require additional financial costs, they will be targeted, will provide the company with the necessary publicity and will create demand among potential customers who have not yet used the services of a car service center.

Cost estimates for the implementation of these activities are presented in Table 3.4.

Table 3.4 - Cost estimate for promoting the car service center of Arkon Auto LLC

The amount of funds spent on promoting the service (advertising activities) must be adjusted monthly based on a comparison of the number of consumers attracted by each of the above methods.

The planned number of personnel of the company is 7 people. The composition of personnel, as well as planned labor costs are reflected in Table 3.5.

Table 3.5 - Staffing schedule for the car service center of Arkon Auto LLC

Thus, monthly labor costs amount to 165.5 thousand rubles; annual wages with deductions will amount to 2502.36 thousand rubles. The planned work schedule of the Arkon Auto LLC car service is from 9:00 to 21:00, 7 days a week, 365 days a year. Work schedule for key process personnel is every other day. The work schedule of management personnel is 5 days a week from 10 a.m. to 5 p.m. The cleaner's work schedule is 5 days a week from 10 a.m. to 5 p.m. Table 3.6 presents the calculation of financial investments in the implementation of the project for the acquisition of a set of equipment.

Table 3.6 - Calculation of costs for car service equipment of Arkon Auto LLC

The costs of delivery, installation and personnel training are 15% of the cost of the equipment: 8410×15%=1261.5 thousand rubles.

The total cost of the equipment will be 8410+1261.5=9671.5 thousand rubles.

3.3 Economic justification for the proposed measures

Table 3.7 presents the forecast for the sales volume of the Arconavto LLC car service for 3 years of operation. Based on the experience of competitors and the general patterns of consumer reaction to marketing efforts, the optimistic version of the forecast is more likely, so all further calculations will be made on its basis.

Table 3.7 - Sales forecast for the car service center of Arkon Auto LLC

Based on the prices for the company’s services presented in the application, the average 1 set of car service services will be 5,500 rubles. It should be noted that prices for small consumables will be included in the cost of the client’s service in the amount of 20% on average, and the client will pay for expensive spare parts separately.

We will make a forecast of revenue from the sale of these areas of work of the Arkon Auto LLC car service. The sales revenue forecast is as follows (Table 3.8).

As can be seen from the data in Table 3.8, the projected volume of sales of services for 2014 is 6,033,500 rubles.

Over the next two years, the company plans to consistently increase the volume of sales of its services by 20% and 51%. Achieving such indicators is quite realistic, since during this time the company will be able to establish itself in the consumer services market, generate demand from organizations and enterprises, and also acquire regular customers.

Table 3.8 - Forecast of revenue from sales of car service center "Arkon Auto" LLC

Next, let’s move on to drawing up a plan for fixed and variable costs for organizing the work of the Arkon Auto LLC car service center. The calculation was also made on the basis of average prices for certain goods and services in 2013 and is presented in table 3.9.

Table 3.9 - Plan of fixed and variable costs for organizing the project for 2014

Thus, the total cost of car service services of Arkon Auto LLC in 2014 will be 5,620.36 thousand rubles, including fixed costs in the cost price will be equal to 2,110 thousand rubles, and variable costs will be 3,510.36 thousand rubles.

In the next two years, the total cost, taking into account inflation, will increase by 10 - 25% and will amount to 6210 - 7057 thousand rubles.

Main technological equipment, taking into account commissioning costs, costing 9671.5 rubles. will be taken on credit from OJSC VTB 24

Based on previously calculated data, we will make a forecast of profit from sales for the planned period (Table 3.10).

Table 3.10 - Plan for receipt of profit from the sale of the car service center of Arkon Auto LLC, thousand rubles.

The return on sales by the end of the first year will be 5.82%, in the next two years it will increase to 11.94% and 19.14%, respectively.

Let's calculate the critical annual production volume using the following equation:

P x Q = FC + VC,

where Q is the critical sales volume, units;

P - selling price, rub.;

FC - fixed costs, rub.;

VC - variable costs, rub./unit.

Based on this, we will calculate the critical sales volume of services of IP “Bogdanov Motor” during the first year of operation based on the following data:

unit price of services - 5500 rubles;

variable costs per unit of production - 3600 rubles;

fixed costs - 1,693,700 rubles.

Based on this, the critical volume of service provision per month (Q) will be:

Q = 1693700+ 3600 Q

Q -3600 Q = 1900

Q = 1693700/1900

Q = 892.42 (units)

Thus, the critical volume of car service services is 892.42 units. Considering that the planned average sales volume is 1097 units, the critical sales volume is 81% of this volume. Consequently, the financial safety margin of the planned project is (100%-81%) 29%. This allows the company, in case of failure to achieve the planned sales volume, to reduce production volume by approximately 30%. Going forward, the financial strength of the business will increase as monthly volumes are projected to increase.

It is believed that different values ​​of the discount rate can be selected for different classes of investments. In particular, investments related to maintaining the market position of the enterprise are assessed at a standard of 6%, investments in the renewal of fixed assets - 12%, investments in order to save current costs - 15%, investments in order to increase the income of the enterprise - 20%, risky investments - 25%. Since the project to open a car service center involves investments in updating fixed assets, according to the above recommendations, a discount factor of 12% was chosen. In inflationary conditions, the discount rate must take into account the inflation rate.

The adjusted discount factor is:

r=(1+r)×(1+i) - 1,

where i is the inflation rate; r - discount rate.

r=(1+0.12)×(1+0.07) - 1=0.20 or 20% per year.

The net present value of the investment is calculated using an adjusted discount factor of 20%.

The project implementation period is 3 years.

The calculation of net present value is presented in Table 3.11.

Project profitability index:= 18742213.30/9671500= 1.93

Simple payback period for the project:

PP = 9671500/(18742213.30/3)= 1.54 years.

Discounted payback period of the project:

DPP = 9671500/(12832137/3) = 2.26 years.

Table 3.11 - Net present value of the project, thousand rubles.

So, the calculated data allow us to conclude that the project is quite effective and will allow the company to receive constant additional profit.

The pricing strategy will be based on the “follow the leader” method (neutral strategy). With this strategy, our company will focus on the prices and activities of competitors who are more developed in this market, have a larger number of customers and experience in working with them. Therefore, at the initial level of activity, in this segment, we need to be similar to leading competitors, study them, and subsequently, based on information about their shortcomings, form our advantages.

Table 3.12 - Sales volume for the first year

We will also need to take into account demand, expenses for the total cost of purchased goods, sales volume, and other factors individual to our company that affect the setting of prices for goods.

By the second year, sales volumes are expected to increase by 10% compared to the beginning of the first year, through marketing and advertising activities. By the third year, sales are expected to increase by another 7%. During the third year - by 5%.

Table 3.13 - Sales volume for the second and third years

The advertising strategy will be based on attracting potential buyers and building the image of our auto parts store through advertising methods that will reach a larger number of the audience we need.

To attract customers and create the image of our company, the following information methods will be used:

Banner located on a billboard measuring 3x6. The billboard itself will be placed near our store directly next to a busy section of the road. Thus, we will reach a fairly wide range of car enthusiasts who will know where our store is located.

Introduction

1. Analysis of the economic activities of Kontur LLC

1.1 General information about the company

1.2 Analysis of financial performance indicators

1.3 Analysis of the external environment

1.4 Analysis of the internal environment

1.5 Analysis of the competitiveness of the enterprise

2. Development of a competitive strategy for Kontur LLC

2.1 Justification for choosing the competitive strategy of Kontur LLC

2.2 Development of measures to implement the strategy

2.3 Economic assessment of the developed development strategy

LLC "Kontur"

Conclusion

List of sources used

Applications

Introduction

The relevance of the problem of developing a competitive strategy is determined by a number of reasons.

Increased competition and accelerated technology development have forced organizations to reconsider the entire range of issues in managing their operating units.

In a market economy, an enterprise makes its own decisions, develops a strategy for its development, finds the funds necessary for their implementation, recruits workers, purchases equipment and materials, resolves many structural issues, including such as the creation, merger, liquidation, division, reorganization of production and restructuring of the organizational management structure.

Becoming an object of commodity-money relations, possessing economic independence and fully responsible for the results of its economic activities, the enterprise must form a management system that would ensure its high efficiency, competitiveness and stability of its position in the market.

Modern companies have a complex structure, determined by a wide range of activities, territorial distribution of divisions, and a variety of business relationships with partners. At the same time, the dynamism of business processes increases, caused by the changing needs of the market, the orientation of the production of goods and services to the individual tastes of the consumer, constant technological improvement, and high competition. Thus, enterprise management moves from managing individual resources and functional units to managing business processes that link together the activities of all enterprise structures.

The use of global experience in building effective companies is of great value for our country, which is carrying out global economic reform and is actively introducing itself into the global economic system.

The purpose of the study is to develop a competitive strategy for Konur LLC.

To achieve this goal, the following tasks are considered:

explore the theoretical foundations for developing a competitive strategy for an enterprise;

perform an analysis of the competitiveness of Kontur LLC,

economically justify the competitive strategy of the enterprise.

The object of the study is an enterprise engaged in the sale of equipment, Kontur LLC.

The subject of the research and development work is the strategic management of an enterprise.

As a research hypothesis, it was suggested that the implementation of a competitive strategy will increase the efficiency of Kontur LLC.

The theoretical and methodological basis of the work was the works of such foreign economists as I. Ansoff, G. Mintzberg, M. Meskon, M. Porter, A. J. Strickland, A. Thompson, K. Hatten, A. Heduori, D. Schendel; as well as the work of Russian researchers (O.S. Vikhansky, G.Ya. Goldstein, V.S. Efremov, V.E. Kerimov, R.A. Fatkhutdinov, A.N. Khorin and many others). Methodological methods were used in the work developments of such world-famous consulting firms as Boston Consulting Group, McKinsey & Company, Arthur D. Little.

1. Competitive strategies of the enterprise

1 Factors involved in competition

The choice of competitive strategy is determined by two main points. Firstly, the attractiveness of the industry in terms of long-term profitability, as well as the factors that determine it. Not all industries have the same ability to remain profitable over the long term, so the inherent profitability of an industry is also a significant component of an individual company's profitability. The second central consideration in choosing a competitive strategy is the factors that determine the relative competitive position of a firm within an industry. In most industries, some companies can be much more profitable than others, regardless of what the industry average is.

The choice of a competitive strategy should be carried out only taking into account both aspects; each of them separately is not enough. Even if a company operates in a very attractive industry, its profits may not be high enough due to the wrong competitive position. Conversely, if a company with an exceptional position in the market operates in a completely unprofitable business, all efforts to strengthen this position may be fruitless. 7Both factors that determine the choice of competitive strategy are dynamic in nature: the attractiveness of an industry and the profitability of a company can change over time, unprofitable industries and companies become profitable and vice versa; The same applies to the company's competitive position - it changes, reflecting the ongoing struggle of rivals. No matter how long the period of stability in the market may be, an unexpected competitive move by one of the participants can immediately destabilize the entire market.

The first fundamental factor in a company's profitability is the attractiveness of the industry. A competitive strategy must be developed on the basis of a comprehensive understanding of the rules of competition, which determine the attractiveness or profitability of a particular type of business. The ultimate goal of competitive strategy is to master these rules and, ideally, to be able to bend them to benefit the company. In any industry, be it a national or international industry, production of goods or services 9, the rules of competition consist of five driving competitive forces: the entry of new competitors into the market, the threat of substitutes, the bargaining power of buyers, the bargaining power of suppliers, and rivalry between existing competitors in the market (see Figure 1.1).

The combined effect of these five forces determines a company's ability to earn, on average, a return on capital that exceeds its cost of capital. The combined strength of these five forces varies depending on the type of industry and may change as the industry develops. As a result, different types of industries are far from equal in terms of potential levels of profitability. If in some industry the action of competitive forces favors the companies operating in the market (as happens, for example, in the production of medicines, soft drinks, and the creation of databases), most competing companies receive high profits. But in those industries where one of the forces operates too intensely (for example, this situation occurs in the production of rubber, steel, computer games), very few firms can count on high profits, despite all the efforts of management. The profitability of an industry does not depend in any way on the appearance of the product, or on whether the latest technologies are used in its production - the profitability of an industry is determined solely by its structure. Some modest industries, such as postal scales or grain trading, are highly profitable, while some more luxurious, high-tech industries, such as personal computer manufacturing or cable television, are far from profitable for many participants. the most profitable.

Rice. 1.1. Five Competitive Forces That Determine Industry Profitability

The profitability of the industry as a whole is determined by the action of the five forces described above, since they affect prices, costs and the level of required investment of companies operating in the industry - all of these elements are also components of the return on investment. The bargaining power of buyers directly influences what prices a company can charge for its products, just as the threat of substitute products influences prices. The bargaining power of buyers also determines costs and investments—powerful buyers require expensive servicing. The cost of raw materials and other inputs depends on the bargaining power of suppliers. The intensity of rivalry also affects prices, as well as the costs of competition in areas such as manufacturing, product development, advertising, and trading. The constant threat of the emergence of new competitors limits price increases and determines the required starting level of investment, which is a tool to curb the influx of new competitors.

The intensity of each of these forces is determined by the structure of the industry or the underlying economic and technical characteristics of the industry. Its most important elements are presented in Fig. 1.2. The structure of an industry is relatively stable, but may change over time as the industry develops. Changes in structure affect both the absolute and relative intensity of each of the five forces, and, accordingly, positively or negatively affect the profitability of the entire industry. For developing a strategy, the most important are those industry development trends that affect the structure of the industry as a whole.

But if the above-described competitive forces and the structural factors that determine them were simply a derivative of the internal characteristics of the industry, competitive strategy would then depend solely on choosing the “right” industry, as well as on the ability to understand the operation of the five main forces better than competitors can. . But while this is the most important challenge facing any company, and is the essence of competitive strategy in a number of industries, a company is usually not hostage to the structure of the industry. By applying certain strategies, a company can manage the forces of competition.

But if any firm can change the structure of an industry, that means that same firm can fundamentally change the profitability of an industry—for better or worse. Many companies, having chosen a successful strategy, were thus able to change the rules of competition.

In Fig. 1.2 presents in detail all the elements of the industry structure that influence the course of competition. The five forces theory allows us to identify patterns in this complex formation and identify those factors that are critical to competition in this industry. This theory also allows us to identify strategic innovations that would maximize the profitability of both the industry and the company itself. However, the theory of five forces does not negate the need for a creative approach to finding new ways to compete in a particular industry. This theory directs the creative energies of managers to those aspects of industry structure that are of particular importance to long-term profitability.

Rice. 1.2. Elements of industry structure

Often a company makes one move or another in implementing a competitive strategy without realizing what consequences this move may have in the long term for the entire structure of the industry. If the move was successful and the company took a more favorable position in the industry, the company's management is unlikely to be interested in the consequences of retaliatory moves by competitors.

The two main types of competitive advantages, combined with the industry in which a company is trying to achieve those advantages, allow it to develop the three most common competitive strategies that can achieve above-average levels of performance in the industry: cost leadership, differentiation, and focusing. There are two types of focus strategy: cost focus and differentiation focus. These three strategies are presented in Fig. 1.3.

Rice. 1.3. General competitive strategies

Each of the general strategies involves fundamentally different paths to obtaining competitive advantages, which consist of a combination of the choice of the specific type of advantages sought, as well as the scale of strategic goals within which these advantages are planned to be obtained. Cost leadership and differentiation strategies typically focus on gaining competitive advantage across a broad range of industry segments, while focus strategies focus on gaining cost or differentiation advantages within narrow industry segments. The specific actions required to implement each strategy will vary depending on the type of industry, and the possibilities for implementing a particular overall strategy in a particular industry will also vary. It is not easy to choose a general strategy, and even more difficult to implement it in practice, but there are logical ways to gain competitive advantage, and these methods can be tried in any industry.

The main thing to understand about the most common strategies is that each of these strategies is essentially focused on obtaining certain competitive advantages and, in order to achieve these advantages, the company must make a choice, that is, decide what type of competitive advantage it wants necessary and at what scale the company will achieve these benefits. It is impossible to be “all things to all people” - this is a strategic recipe for mediocre and ineffective activity; this often means that the company lacks any competitive advantage.

The cost minimization strategy is the most obvious and understandable. As part of this strategy, the company aims to establish low-cost production of industry goods. Typically, such a company has a wide scope of activity: the company serves several industry segments, while also capturing related industries if possible - often it is this broad scope of activity that allows the company to achieve leadership in cost minimization. The sources of cost advantages can be varied and vary depending on the type of industry. This can be increased efficiency due to economies of scale, proprietary proprietary technologies, special access rights to sources of raw materials, as well as many other factors, which will be discussed in more detail in Chapter 3. For example, in the production of televisions, leadership in cost reduction involves the production of picture tubes of the optimal size, low-cost design, automated assembly and global manufacturing scale that funds research and development. If a company provides security services, cost advantages come from low overhead costs, an abundance of cheap labor, and effective training programs required due to the high turnover of employees in this field. Being a producer of a low-cost product involves more than simply benefiting from a learning curve. These manufacturers must continually seek out new sources of cost advantages and capitalize on them.

The logic of a cost leadership strategy usually requires the company to become the sole leader, rather than simply being part of a group of others seeking that position. Many companies that refuse to acknowledge this fact have made a serious strategic mistake. When there are several candidates for the position of leader in minimizing costs, the competition between them becomes especially fierce - because every, even the smallest, fragment of the market begins to be decisive. And until one company takes a leadership position, thereby “persuading” other competitors to change strategy, the consequences of this struggle for profitability (and also for the structure of the industry in the long term) can be very detrimental, and this is exactly the case with several petrochemical enterprises. industry. Thus, a cost leadership strategy is fundamentally based on a preemptive right to a certain advantage—a right that a company is forced to relinquish unless at some point it is able to radically change its cost position through major technological advances.

The third general competitive strategy is the focusing strategy. This strategy is different from the others: it is based on choosing a narrow area of ​​competition within a particular industry. A company that has adopted a focus strategy selects a specific segment or group of industry segments and directs its activities to serve exclusively that segment or segments. By optimizing its strategy according to target segments, a company tries to gain specific competitive advantages in those segments, although it may not have overall competitive advantages within the entire industry.

The focusing strategy comes in two varieties. Cost focusing is a strategy in which a company, while operating in its target segment, tries to gain an advantage through low costs. When focusing on differentiation, a company differentiates within its target segment. Both strategy options are based on those characteristics that distinguish the selected target segment from other segments of the industry. The target segment is likely to include both customers with specific needs and production and distribution systems that best satisfy them and, on this basis, differ from industry standards. With a cost focus, a company takes advantage of differences in cost structure across different industry sectors, while with a differentiation focus, a company benefits from the fact that certain market segments have special groups of customers with specific needs. The existence of such differences in cost structure and consumer demand suggests that these segments are poorly served by competitors with broad specializations - such companies serve these special segments on an equal basis with all others. In this case, a company that has chosen a focusing strategy receives competitive advantages by completely focusing its work on this segment. It does not matter whether it is a narrow or broad segment: the essence of the focus strategy is that the company generates income due to those features of a given segment that distinguish it from other sectors of the industry. Narrow specialization in itself is not sufficient for a company to achieve performance indicators that will be above the market average.

Typically, a company must choose a specific type of both - otherwise it will face the fate of being “stuck” between the leaders and the laggards. If a company tries to simultaneously serve a large number of different market segments, choosing to focus on costs or differentiation, it loses the benefits that it could gain by optimizing its strategy with a specific target segment in mind (focus). Sometimes a company is able to create two completely independent business units within one corporation, and each of these units implements its own strategy. A good example of this is the British hotel company Trusthouse Forte: the company has created five separate hotel chains, each targeting a specific market segment. However, such a company must strictly separate units focused on implementing different strategies from each other, otherwise none of these units will achieve the competitive advantages that are expected to be obtained as a result of implementing the strategy chosen by management. An approach to competition in which management allows corporate culture to be transferred from one business unit to another, and does not have clearly defined policies for each business unit, undermines the competitive strategy of both each business unit and the entire corporation, and leads to to the fact that the company becomes one of the “stalled” ones.

If a firm can achieve cost leadership while remaining a differentiated product, it will be richly rewarded for its efforts: differentiation involves high product prices, while cost leadership means low costs.

Thus, the benefits are cumulative. An example of a company that has managed to achieve both leadership in cost minimization and the implementation of a differentiation strategy is Crown Cork & Seal, a metal packaging company. The company specializes in the production of containers for liquid products - beer, soft drinks, aerosols. The company's products are made of steel - unlike the products of other companies that produce both steel and aluminum containers. The company differentiates its product within its target segments through dedicated service and technology support, as well as offering a full line of steel sealed cans, metal lids and can sealing equipment. This type of differentiation would be more difficult to achieve in other industry sectors where customers have different needs. At the same time, Crown is focusing its production on producing only the types of containers required by customers in target sectors and is investing heavily in state-of-the-art two-piece sealed can packaging technology. As a result, Crown has most likely already achieved low-cost producer status in its market segments.

A firm can simultaneously pursue a differentiation strategy and achieve cost leadership if the following three conditions are met: The firm's competitors are stuck. When a company's competitors are stuck, nothing they can do can put the company in a position where cost leadership and differentiation are incompatible. This is exactly what happened in the Crown Cork situation. The company's most serious competitors had not invested in low-cost steel container technology, so the company was able to achieve cost savings without sacrificing product differentiation. But if the company's competitors had adopted a cost leadership strategy, Crown's attempt to become a low-cost, differentiated product manufacturer would have been doomed: the company would have been stuck. After all, in this case, all the opportunities to reduce costs without sacrificing differentiation would have already been exploited by Crown's competitors.

However, the situation when competitors are stalled, and the company itself, thanks to this, achieves advantages in both the area of ​​costs and in the area of ​​differentiation, is often temporary. Eventually, one of the competitors will begin to implement one of the general competitive strategies and will also succeed very well in finding a balance between costs and differentiation. That is, the company must still choose a certain type of competitive advantage that it is focused on and which it will try to maintain for a long period of time. Weak competitors are also dangerous: in these conditions, a company is trying to achieve both differentiation and cost minimization, trying to combine these two directions of strategy, but as a result, such a company will be exposed if a new powerful competitor appears on the market.

Cost levels are influenced by market share and industry relationships. It is possible to achieve simultaneous leadership in cost minimization and differentiation if the level of costs is determined by the size of the market, and to a greater extent than by product design, manufacturability, level of service and other factors. If a company achieves advantages by having a significant market share, the cost advantages allow the company to maintain its cost leadership position even if the company incurs additional costs in other areas.

Each of the three strategies is associated with risks of a certain kind - these risks are presented in Table 1.

Table 1 Risks associated with each of the general competitive strategies

Consistent implementation of any of the general competitive strategies requires that the firm create certain barriers that make it difficult for competitors to imitate the strategy. Since it is unlikely to create completely insurmountable barriers of this kind, the company must become a “moving target” for competitors, constantly trying to move into more and more advantageous positions and investing in those measures that contribute to this. A potential threat to the company also comes from competitors who implement a strategy different from the strategy of this company.

Table 1 shows what methods should be used to attack competitors who have chosen a specific strategy. For example, if a company chooses only differentiation, it can be successfully countered by another company that will sharply reduce prices and the level of product differentiation, which will ultimately lead to a shift in consumer interests to other parameters of differentiation; You can attack a company that has chosen differentiation in another way - through focusing.

In some industries, the very structure of the industry or the disposition of competitors is such that the use of any of the general strategies to gain competitive advantage is simply excluded. For example, a company may not be able to achieve significant cost advantages because a number of competitors have similar economies of scale in accessing raw materials and other cost-cutting sources. Likewise, an industry in which there are only a few segments or the differences between segments are not clearly defined (for example, low-density polyethylene) is not a favorable environment for implementing a focus strategy. This means that the ability to use each strategy varies depending on the type of industry. However, in many industries, all three general competitive strategies can coexist advantageously, but only if different companies choose different strategies or different bases for differentiation and focus. Particularly profitable industries are those where there are several strong companies pursuing differentiation, but each company's strategy is based on different sources of customer value creation. This situation usually helps to improve the structure of the industry and leads to a stable position of competitors in it. But if two or more companies suddenly choose the same type of overall strategy or the same basis for differentiation and focus, the result is a protracted and unfavorable war for either side. The worst case scenario is for several companies to compete for cost leadership. The choice of strategy thus also depends on which strategies are chosen by competitors, as well as on how much it would cost the company to change its position in the industry.

The concept of most general strategies is based on the assumption that there are certain ways to achieve competitive advantage, and these ways are determined by the structure of the industry. If all firms operating in a given industry based their activities on the principles of competitive strategy, everyone would choose different sources of competitive advantage. Of course, not everyone would be successful, but in any case, the three general strategies are three different paths to the most effective operation of the company. Some of the previous theories of strategic planning were too narrow: they were based, as a rule, on only one way to gain a competitive advantage - cost minimization. Such theories cannot explain the success of many companies - moreover, their practical application leads to the fact that all firms in an industry will strive for the same type of competitive advantage, trying to achieve these advantages in the same way. Needless to say, the results of this process are quite predictable and destructive.

1.2 Value chain and competitive advantage

The nature of competitive advantage cannot be understood by looking at the firm simply as a whole. Competitive advantage is the result of many separate activities that are part of the development, production, marketing, delivery and service processes of each company's product. Each of these activities can help establish a firm's competitive cost position and provide a basis for differentiation. For example, a company may have several different sources of cost advantage: a low-cost distribution system, highly efficient assembly processes, or maximizing the capabilities of its sales force. Differentiation can also result from equally varied factors, including, for example, the procurement of high-quality raw materials, flexible order processing or superior product design.

To analyze the nature of competitive advantages, it is necessary to examine all the activities carried out by the company and understand their interaction.

By applying the concept of a value chain, it is possible to identify strategically important activities in a firm's activities and thus understand the cost picture and identify potential sources of differentiation. Competitive advantages are obtained by a company that carries out strategically important activities at lower costs or more efficiently than its competitors.

Each company's value chain consists of a wide variety of different activities, which is called the value creation system. Each of a company's suppliers also has a value chain (value chain input) where the products the company purchases for its value chain are manufactured and delivered.

Suppliers don't just provide the products you need; they have the most direct impact on the work of the company, and in different ways. In addition, many products on their way to the consumer pass through the entire value chain corresponding to distribution channels (channel value). Distribution channels provide additional activities that directly affect the customer but also affect the firm's operations. The company's product eventually becomes part of the value chain created for the consumer.

It is the company itself and the role of its products in the value chain for the consumer that determines the ability to create a solid basis for differentiating the company's products. To achieve and maintain competitive advantage, you need to have a good understanding of both the company's value chain and the company's position in the overall value system.

Even if companies operate in the same industry, their value chains tend to be different. These differences are due to each company's history, its strategy, and the success of its implementation. One of the significant differences between companies, as well as their value chains, is the scale of competition, which also represents a potential source of competitive advantage. If a company serves one specific segment of an industry, it can tailor its value chain to that segment, resulting in cost savings or differentiation in serving that segment relative to its competitors. Expansion or contraction of the geography of the markets in which the company operates may also affect competitive advantages; This is also true with respect to the degree of integration in certain activities. Finally, competition in related industries where value chains are coordinated in some way can lead to competitive advantages through linkages. A company can take advantage of scale on its own OR by forming a coalition with other firms to do so. Each company can be thought of as a collection of different activities aimed at developing, manufacturing, marketing, delivering and servicing its products. All these activities are combined into a value chain, which is schematically depicted in Fig. 1.4. A company's value chain and the way a company performs certain activities are collectively a reflection of its history, strategy, its approach to implementing its strategy, and the business performance of its internal divisions.

Supporting activitiesProduction and infrastructure of the companyHuman resourcesTechnologyMaterials and technical supportEnsuring the supply of raw materials, etc.Execution of workSales MarketingAfter-sales serviceProfitPrimary activities Rice. 1.4. Value chain

The value chain allows you to see what value is made of; it consists of activities that create value and profit or markup. Activities that directly create value are physically and technologically distinct operations performed by a firm. These are the building blocks with which a company creates products that provide value to customers. The margin (markup) from which profit arises is the difference between the total cost, the price of the product and the total costs of performing value-creating operations. Markup (and therefore profit) can be measured in a variety of ways. The value chains of a company's suppliers and distribution channels also include margins, but in order to understand the sources of a company's cost competitiveness, it is important to exclude these types of profits from consideration, since the profits of suppliers and distribution channels are part of the total costs paid by the buyer .

Each value-creating activity includes acquired resources, human resources (labor and management), and some form of technology with which the activity is carried out. Each value creation activity also uses and creates information - such as customer information (order database), technical performance parameters (testing), and statistics on poor quality products. Various value-creating activities may also create financial assets, such as inventories or accounts receivable. To discover potential sources of competitive advantage, it is necessary to first describe the structure of the value chain of a company competing in an industry. . You need to start with the chain in general, highlighting individual types of value creation activities in the company’s work. Each of the general categories looks

2. Analysis of the economic activities of Kontur LLC

2.1 General information about the company

Limited Liability Company "Kontur" was founded in 2006.

Location of the enterprise: 236023, Kaliningrad, Sovetsky Prospekt, 188 B.

The company "Kontur" is one of the group of enterprises operating under the trademark "KONTURTERM"

A copy of the certificate of admission to work is shown in Appendix 1. A copy of the list of works is in Appendix 2.

The main specialization is complex supply and installation of equipment and materials for boiler houses, industrial and domestic heating systems, water supply and water treatment.

The price list for services is presented in Appendix 3.

The company's activities cover the entire range of technological processes associated with the design, preparation, installation and maintenance of equipment and materials for boiler houses, heating systems, water supply and water treatment.

Stable and long-term cooperation with reputable manufacturers such as Buderus, Viessmann, Junkers, Ariston, Purmo, KME, Grundfos, Wilo, Herz, Jeremias, etc. allow the Kontur company to offer customers the most modern equipment and the latest technologies.

Company Services:

site inspection;

development of a design solution for the facility;

provision of design and estimate documentation;

delivery to the site and installation of equipment;

commissioning works;

warranty and service maintenance of equipment and systems.

Basic operating principles:

Use of modern technologies

The Kontur company supplies advanced equipment and materials from leading European manufacturers, striving to present the latest developments in the field of boiler equipment, heating technologies, water supply and water treatment.

Responsibility for quality and reliability

The organization supplies equipment and materials from manufacturers whose products have an impeccable reputation in the world market. All equipment is covered by warranty and service. In addition, clients of Kontur LLC can always receive prompt advice from specialists. The absolute rule is to provide the supplied equipment with all consumables and guaranteed service.

Always in stock

A distinctive feature of our company is the constant availability of goods in the assortment (more than 12,000 items).

A complex approach

The company carries out a full range of works on design, packaging, supply, installation and service.

Cooperation and partnership

The company works in partnership with leading design organizations, architectural studios, construction and installation companies. All our partners, including retail customers, are provided with a loyalty card.

The Kontur company is one of the leaders in the Kaliningrad market among enterprises engaged in creating warmth and comfort. Comfort in rooms of any level of complexity is the result of many years of work by the company’s employees. A wide range of auxiliary equipment and tools allows you to reduce installation time and costs.

KonturStroy LLC, a division of the company that provides installation and maintenance services, is a member of the Non-Profit Partnership Self-Regulatory Organization Construction Union of the Kaliningrad Region.

The Konturterm company in Kaliningrad and the region built boiler houses, installed heating and water supply systems in residential, administrative and industrial buildings, such as the Maritime Port Administration, the Rossiya and Zarya cinemas, the furniture factories Maksik, Lazurit, Mandrev. , sanatorium "Yantarny Bereg", hotels "Kaliningrad", "Moscow", food plant, new apartment buildings on Litovsky Val, Ostrovsky streets and many other objects.

The organizational structure of the company is presented in Appendix 4.

The company structure includes the following services and departments:

financial directorate (accounting, audit department and information technology department),

Marketing Directorate (marketing department for product areas and marketing department for promotion),

Logistics Directorate (supply department, warehouse logistics department),

general directorate (transport department, administrative and economic department),

service directorate (service center, production and technical department, installation area),

technical directorate,

commercial directorate (retail department, sales department, order desk),

secretariat.

The organizational structure of Kontur LLC can be described as combined. In general, it is built on a linear-functional principle, however, a number of departments operate as divisional structures, for example, the technical department has three divisional structures based on product:

heating equipment department,

heating and air conditioning department,

water supply and filtration department.

There are 2 forms of remuneration at Kontur LLC:

1. Time-based bonus wages;
2. Piece-rate wage system.

With time-based bonus payment, bonuses may be accrued along with wages. In this case, bonuses are set both in fixed amounts and as a percentage of the salary. Wages for time-based bonus wages are calculated in the same way as for simple time-based wages. The bonus amount is added to the employee’s salary and paid along with it.

With a piece-rate wage system, the employee is paid for the amount of products (work, services) that he produced.

Let us consider the activities of the enterprise in the context of individual areas (see Table 1).

Table 1 Volume of services provided by Kontur LLC by area for the period from 2009 to 2011 (in%)

Type of activity 2009 2010 2011 Sale of gas and boiler equipment 403038 Installation of gas and boiler equipment 304045 Provision of services to the population for the repair of gas and boiler equipment 201513 Sale and installation of water treatment equipment 5102 Tool rental 552

Let's present graphically the structure of the enterprise's activities (see Fig. 2.1).

Rice. 2.1. Types of activities of Kontur LLC

As can be seen from the figure, the main activities for the company are the sale and installation of gas and boiler equipment. Tool rental and sales of water treatment equipment play a much smaller role in the company's sales volume.

A more detailed analysis of the company's financial performance is shown in the next section.

Thus, Kontur LLC is a dynamically developing enterprise in the field of sales and service of boiler, gas and water treatment equipment. The company has a good reputation as an equipment supplier and as an employer.

2.2 Analysis of financial performance indicators

Let's analyze the main performance indicators of the enterprise (see Table 2).

From Table 2 we can conclude:

In 2009, there was a deterioration in operating results (profits), but in 2010 the situation leveled out.

Table 2 Technical and economic indicators of the activities of Kontur LLC

Indicator 2009 2010 2011 Deviation 2010-2009 Deviation 2011-2010 Abs. Growth rate, % Abs. Growth rate, % Revenue excluding VAT, thousand rubles 34544377984035832541092560107 Cost price, thousand rubles 33 627377593950741321121748105 Profit from sales , thousand rubles 61739851-57868122182 Net profit, thousand rubles 349-687129-1036-197816-19 Cost of fixed assets, thousand rubles 309429531120139102124 Number of employees, people 5871861312215121 Labor productivity s. rub. 596532469-6389-6388Equity return, %5671841412613119Return on sales,% 10.90,510.1-10.4-9.6-

Revenue grew in both 2010 and 2011. In 2011, production costs grew at a slower rate than revenue - this is a favorable trend.

In 2010, the company had a loss.

The cost of fixed production assets and the number of personnel is growing systematically during the period under review.

Labor productivity is constantly declining, which indicates a decrease in the efficiency of personnel use.

The capital return increases in both 2010 and 2011, which indicates an increase in the efficiency of equipment use.

The dynamics of key performance indicators are illustrated in Figure 2.2.

Let's evaluate the dynamics of various profitability indicators (see Table 3).

The analysis of the dynamics of profitability showed that in 2011 all indicators were growing, and in 2010 there was a decline in most indicators, which was due to a decrease in profits.

Rice. 2.2. Dynamics of performance indicators of Kontur LLC

Table 3 Dynamics of profitability indicators of Kontur LLC

No. Name of indicator Calculation method 2009 2010 Opening-ya 2011 Opening-ya 1 Sales profitability Profit from sales / Sales revenue * 10010.90.5-10.410.19.62 Return on total capital of the enterprise Net profit / Balance sheet total * 1002.3-3, 2-5.50.63.83 Return on equity Net profit / Equity capital * 10044.7149.2104.571.178.14 Asset turnover ratio Sales revenue / Balance sheet 2.31.8-0.51.805 Average annual value of property, thousand rubles 1504421370632623040 16706Average annual own capital, thousand rubles 780.5460.5-320181.5-279

The analysis showed that the value of all property of the enterprise is growing over the period under review, and the amount of equity capital is decreasing. The latest trend is driven by declining profits. Graphically, the dynamics of indicators is presented in Figure 2.3.

Rice. 2.3. Dynamics of profitability indicators of Kontur LLC

We will assess the organization’s ability to pay its obligations in a timely and complete manner, that is, we will analyze liquidity and solvency. To do this, we will divide the assets of Kontur LLC according to the degree of liquidity (see Table 4).

Table 4 Analysis of the liquidity of the balance sheet of Kontur LLC, at the end of the period (in thousand rubles)

ASSET (indicator/designation) 2009 2010 2011 Most liquid assets (A1) 165118237 Quickly marketable assets (A2) 389434736587 Slowly marketable assets (A3) 150601803815603 Hard to sell assets (A4) 37755160 9Total: 194962322422836 LIABILITIES Most urgent liabilities (P1) 186842282522546 Short-term liabilities (P2) 027544 Long-term liabilities ( P3) 800 Own funds (P4) (line 490) 804117246 Total: 194962322422836

Based on the data in Table 4, we will perform an assessment of liquidity (see Table 5).

Based on the results of the analysis, we can conclude that in almost all periods the enterprise’s balance sheet is conditionally liquid, inequalities 1 and 4 are not satisfied.

Table 5 Assessment of balance sheet liquidity of Kontur LLC

Standard 2009 20102011A1 ? P1A1< П1A1 < П1A1 < П1А2 ? П2А2 >P2A2 > P2A2 > P2A3 ? P3A3 > P3A3 > P3A3 > P3A4 ? P4A4< П4А4 >P4A4 > P4

Table 6 Dynamics of liquidity and solvency indicators of Kontur LLC

No. Name of indicator Method of calculation norm 2009 2010 Open-e 2011 Open-e 1 Current liquidity ratio (A1+A2+A3)/ (P1+P2)? 21,020.98-0.040.98-2 Critical liquidity ratio (A1+A2)/ (P1+P2)?0.8-10.220.20-0.020.290.093 Absolute liquidity ratio A1/(P1+P2)?0.20.0080.050.420.002-0.0484 Solvency ratio for the year (A1+0.5A2+0.3A3 )/ (P1+0.5P2+0.3P3)?10,350,360,010.36-5Share of working capital in the organization’s assetsL6=(A1+A2+A3)/ (A1+A2+A3+A4)?0.50,980.98-0 .97-0.01

According to Table 6, we can conclude that Kontur LLC is not liquid by most indicators. Only the indicator of the share of working capital in the organization’s assets corresponds to the standard. In 2011, the situation by most indicators is only getting worse.

To assess the degree of independence of the enterprise from borrowed sources of financing, we will analyze its financial stability (see Table 7).

Table 7 Dynamics of financial stability indicators of Kontur LLC

No. Name of indicator Method of calculation norm 2009 2010 Opening 2011 Opening 1 Capitalization ratio (line 590+line 690) / (line 490)? 1.523.2197.7174.591.8-105.92 Coefficient of provision with own sources of financing (line 490-line 190) / (line 290)? 0.50.02-0.02-0.04-0.0203 financial independence (line 490)/(line 700)0.4-060,050.005-0.0450.010.0054Financing ratio(line 490)/(line 590+line 690)?0.70,040.005-0.0350 .010.0055 Financial stability coefficient (line 590+line 690) / (line 700)? 0.50.950.990.0410.01

Table 7 shows that for almost all indicators there is a negative trend and by 2010 the indicators do not reach the standards. The exception is the financial stability ratio, which reached the standard. This means that virtually all assets are financed from sustainable sources.

In general, the calculated indicators and the analysis performed indicate the unstable financial condition of Kontur LLC.

2.3 Analysis of the external environment

The market for boiler and gas equipment directly depends on the development of the construction market. Therefore, first of all, we will note the main trends in this industry. Let's consider the construction market in the Kaliningrad region and analyze favorable and unfavorable factors of the macroenvironment for the activities of Kontur LLC in the region.

Analyzing trends in the construction industry of the Kaliningrad region, the following can be noted. One of the most important parts of this industry is shared construction. Today, about 50 construction companies operate in the Kaliningrad shared construction market. Moreover, over the past two years their number has decreased by 15 percent - primarily due to the merger of some of them into holdings. However, official statistics show slightly different indicators. “The fact is that each company has subsidiaries with their own names, so a larger picture is painted in the form of 150-170 organizations, including not only Kaliningrad, but also Moscow (Rosstroy) and St. Petersburg (SettleEstate) .

Recently, companies have appeared on the construction market that have changed their founders to Muscovites, while retaining their well-established name. The latter occurs due to the specifics of the regional market: in Kaliningrad they try to buy square meters only from developers with an impeccable reputation.

Unlike other regions of Russia, in Kaliningrad today the demand for equity participation is very specific. We rank third in Russia in terms of cost per square meter, and if in other regions a potential investor first selects the required number of rooms, then in Kaliningrad he first of all looks at the price. What is of interest is not the prestige of the area, the quality of housing and the materials from which it is built.

An analysis of the dynamics of the construction industry in the regional economy is shown in Table 8.

In 2011, the volume of work in the Kaliningrad region for the type of activity “Construction” amounted to 33.5 billion rubles. and in comparable prices increased by 11.5%.

In general, for the period 2007-2011, the volume of work performed in the “Construction” type of activity in 2011 amounted to 129.1 billion rubles.

Table 8 Analysis of the dynamics of the construction industry in the economy of the Kaliningrad region

Indicaestimategrowth rate, %110.3111.3153.0121.680.086.6122.0share in GRP, %5.65,58,810.17,76.57.4share in the total number of employed, %7.37,37,67.87 ,87.6no dataproductivity, thousand rubles137.9166.8350.8486.7362.7355.4no data

The dynamics of the main indicators of development of the construction sector of the Kaliningrad region are presented in Table 9.

Table 9 Key performance indicators of the construction industry

No. Indicator Years 200720082009201020111Number of operating construction organizations32873298319932862Volume of work performed by type of activity “Construction”, million rubles20650.523583.024900.026470.933495.73% of the previous year in comparable prices100, 693.688.180.6111.54 Commissioning of housing and socio-cultural facilities destination: 5 residential buildings, thousand sq. m of total area 753.3800.6607.8524.65456 including: individual developers 268.8247.3209.3121.4118.5

In 2011, construction was completed on a number of housing and communal services facilities, work was underway on the construction of the Baltic Nuclear Power Plant, and major projects in the field of road construction were being implemented.

To determine the competitive position of an enterprise in the market, it is necessary to analyze the situation as a whole in the gas supply systems industry, since sales of gas equipment occupy a large volume in the enterprise’s sales.

Let's try to assess the scale of the gas distribution sub-industry (GDO). The length of high, medium and low pressure gas distribution networks in cities and rural areas is 393 thousand km, of which 263 thousand km are underground gas pipelines.

The GRO operates 61 gas distribution stations (GDS), more than 75 thousand gas control and cabinet control points, 405 gas filling stations (GNS) and points (GNP) with a total capacity of 2.3 million tons of liquefied gas per year.

The gas distribution system supplies 35.8 million apartments with gas (including 22.3 million natural gas), of which 11.2 million are in rural areas (including 3.7 million natural gas), more than 14 thousand industrial enterprises (including about 3 thousand in rural areas), about 100 thousand municipal enterprises (including more than 37 thousand in villages), about 4 thousand agricultural facilities and about 33 thousand boiler houses (including more than 11 thousand in rural areas).

The total number of gas distribution enterprises in Russia is more than 500 units. Here we need to touch on the term gas distribution organization itself. In this report, we will understand gas distribution organizations as organizations professionally engaged in gas distribution, namely, transporting gas, operating gas distribution networks and supplying gas to consumers. We will call an organization that has gas distribution networks on its balance sheet and is included in the register of natural monopolies of the Federal Energy Commission of Russia a subject of natural monopolies. At the moment, there are just over 300 gas distribution organizations, and there are more than 500 subjects of natural monopolies.

Most constituent entities of the Russian Federation (including the Kaliningrad region) use both natural and liquefied gas. The volume of natural gas consumption by the population amounts to 8-12% of the annual gas supply to all consumers.

Gas consumption in Russia from October 2011 to September 2012 inclusive decreased by 36 billion cubic meters - by 9% compared to the same period in 2010-2011. Moreover, over the past 10 years, gas consumption exceeded the growth rate of its production by 3-5.5% per year. .

It is characteristic in this regard that the potential volume of gas savings due to energy-saving technologies is 100 billion cubic meters per year - this is approximately 80% of the volume of average annual supplies of Central Asian gas to Russia.

As for trends in gas production itself, it is stagnating: in recent years its level has remained mostly in a “falling” mode, although the industry’s dependence on gas exports is growing.

Considering the gas industry of the Kaliningrad region, the following trends can be noted. Currently, out of 22 municipalities of the Kaliningrad region, 15 have been gasified. The construction of gas networks is carried out within the framework of the Federal Target Program (FTP), the Gazprom OJSC Program and the Regional Investment Program.

Supply of natural gas to the territory of the Kaliningrad region. carried out along the main gas pipeline Minsk - Vilnius - Kaunas - Kaliningrad.

g. - start of work within the framework of the federal target program to expand the existing capacities of the gas pipeline Minsk - Vilnius - Kaunas - Kaliningrad to ensure gas supply in the amount of 2.5 billion m3 3/year due to the fact that currently the throughput of this gas pipeline cannot cover the future volumes of gas consumption in the region.

Natural gas is supplied to the Kaliningrad region via the Minsk-Vilnius-Kaunas-Kaliningrad gas pipeline. As part of the Federal Target Program, in 2010, the reconstruction of the gas pipeline was completed to expand existing capacities and ensure gas supply in the amount of 2.5 billion cubic meters. m.

The volumes of natural gas consumption in 2007-2011 are shown in Table 10.

Table 10 Volumes of natural gas consumption in the Kaliningrad region for 2007-2011 (billion cubic meters)

No. Years 200720082009201020111Consumption volumes1,211,251,211,382.05

Within the framework of the Federal Target Program, measures for gasification of cities and districts of the Kaliningrad region are financed from budgetary funds. In 2011, work is being carried out on the territory of 15 municipalities of the Kaliningrad region.

On the territory of the Kaliningrad region, the Gazprom OJSC program for gasification of the Kaliningrad region is being implemented. The total length of gas networks that will be built during the second stage of this program will be 210 km. Gasification continues in the Zelenogradsky district, Krasnoznamensky, Nemansky, Guryevsky municipal districts, and the Yantarny urban district.

Using funds raised under the Federal Target Program, the following gas supply investment projects are being implemented in 2011-2013:

ensuring gas supplies of over 2.5 billion cubic meters. m per year due to the commissioning of a terminal for receiving liquefied gas (LNG) in the Kaliningrad region and a gas pipeline to connect the terminal to main gas pipeline systems (responsible OJSC Gazprom);

construction of an underground gas storage facility (UGS) increasing the storage volume to 80 million cubic meters. m (responsible JSC Gazprom);

commissioning of the above-ground operational complex of the Kaliningrad underground gas storage facility with the erosion of tanks up to 230 thousand cubic meters. m (responsible JSC Gazprom).

Let's look at the main segments of gas consumers (see Table 11). Consumption of natural gas by the population is growing rapidly, while the level of retail gas prices for the population remains significantly lower than for other categories of consumers.

Table 11 Structure of gas consumption in sectors of the national economy

No. Name of industry Consumption, billion cubic meters of total consumption, %1 Electric power 140.6392 Metallurgical 28.67.93 Agrochemical industry 17.84.94 Agro-industrial complex 10.12.85 Petrochemical industry 6.11.76 Utilities 30.88.57 Population 41.711.68 Other85 , 023.6 Russia total 360.7100

Let's analyze the influence of macroenvironmental factors (see Table 12.)

Table 12 Analysis of the influence of macroenvironmental factors

No. Factors Influence on the development of the industry 1. Russia's accession to the WTO Bringing the entire infrastructure of the economy, including construction, into compliance with international requirements 2. Geographical location of the Kaliningrad region Location in the center of Europe, as international relations develop, will lead to construction using new technologies and architecture. 3. Legislation about the special economic zoneThe benefits of the Special Economic Zone in the Kaliningrad region help to increase the investment attractiveness of the region and, accordingly, the development of large investment projects.4.Participation in the regional government of representatives of real businessesKnowledge of economic development of business and the presence of practical experience among representatives of regional authorities will contribute to more active development of modern economic infrastructure region.5.Political support for the regionEffective and timely implementation of Federal target programs for the development of the region.6.Introduction of new technologies in the development of construction organizationsHigh requirements for construction will lead to the need for enterprises in the industry to use new modern technologies that require significant investments and high competencies.7.Increasing environmental protection logical requirements for activities will lead to the necessary introduction of new progressive technologies for the construction and repair of buildings and structures. 8. State of the labor market The level of requirements for specialists will increase, there will be a need for professional retraining. 9. Consequences of the global economic crisis Professional teams with good financial opportunities, high reputation in the market and support from government agencies

Let us characterize the external development environment of the enterprise using PEST analysis (see Table 13).

Table 13 PEST analysis matrix

POLITICAL FACTORS INFLUENCE OF ECONOMY · taking measures to improve the socio-economic situation of the Kaliningrad region · development of partnership and cooperation with NATO within the framework of the Founding Act on Mutual Relations, Cooperation and Security · Participation of Kaliningrad in the international project “Sustainable Urban Development” · Tightening requirements, the need to join an SRO · Due to the consequences of the crisis, there was a sharp decline in the construction industry · The investment climate in the industry is not conducive to business development. · The effective demand of the city population is falling and is currently not supported by borrowed funds · The end customer is becoming more demanding of the quality of services SOCIO-CULTURAL TRENDS TECHNOLOGICAL INNOVATIONS · Demographics: the population of the city and region has begun to rise · State support for low-income people, military and young residents · Cash incomes of Kaliningrad residents are gradually increasing · Media representations: information about the government's desire to support domestic products · improvement of production technology: domestic cars began to be produced using Western technologies · Research funding: government support for the construction industry · Replacement technologies/solutions · Technology maturity · Change and adaptation of new technologies · Production capacity, level · Information and communications, the influence of the Internet

In general, the influence of the external environment on the activities of Kontur LLC can be characterized as quite strong; political and economic factors have the greatest influence on the company.

2.4 Analysis of the internal environment

The enterprise plans and carries out direct production activities based on service orders and concluded contracts.

The enterprise has developed and maintains documented procedures that allow it to analyze orders before they begin execution and coordinate this activity with the customer.

The order (including design and technological changes to it) is analyzed in order to:

• the customer's requirements were fully understood and documented;
• all possible contradictions between customer requirements, the requirements of regulatory documentation for products, and the capabilities of the enterprise were identified in advance and resolved with customers before the start of their implementation;
• all special or distinctive requirements have been identified for which the development of processes, operations must be planned in advance and the technical means for their implementation, control and testing must be provided;
• the company was confident in its ability to fulfill all the requirements of the order.

Based on the results of the analysis of the quality management system of Kontur LLC, its strengths and weaknesses can be identified (see Table 14).

As a result of the analysis of the quality management system, the following elements with potential for improvement were identified:

• quality management policy;
• involving employees in quality management,
• designing and implementing a process for systematically assessing customer satisfaction;
• establishing a monitoring system for quality management work.

Table 14 Strengths and weaknesses of the quality management system of Kontur LLC

StrengthsWeaknesses - presence of quality management system goals; - management is aware of the need for quality management; - feedback is provided to the customer; there is no quality management policy; - the company’s goals in the field of quality management are not communicated to all employees; - systematic assessment of customer satisfaction is not carried out; - internal communications are not fully debugged.

Let us characterize the marketing activities of the enterprise. The marketing activities of Kontur LLC are aimed at establishing, quite reasonably, based on market demands, specific current and mainly long-term (strategic) goals, ways to achieve them and real sources of resources for economic activity; determine the range and quality of products, its priorities, the optimal production structure and the desired profit. In other words, the manufacturer is called upon to produce products that will find sales and bring profit. To do this, it is necessary to study social and individual needs, market demands as a necessary condition and prerequisite for activity. Therefore, there is a growing understanding that activity begins not with exchange, but with consumption. This concept is embodied in the marketing of the organization Kontur LLC.

In general, for 2009-2011, marketing research was carried out to analyze the state of the product market and the following was revealed:

market conditions force consumers to pay attention to the quality and cost of products;

the technical and professional level of Kontur LLC allows for the development and sale of new types of products that satisfy the customer’s needs;

The work to find products that provide effective demand, increase sales volumes and, as a result, increase the mass of profits, continues.

The share of sales through the trade and commercial department (that is, products intended for the consumer market) in the total revenue from product sales has increased.

Thus, the influence of marketing on the economic activities of Kontur LLC is increasing, which at the moment has only a positive character.

For Kontur LLC, the growing trend in the importance of price marketing is increasing under the influence of changes in the structure of sales of commercial products towards an increase in the share of goods intended for the consumer market, where price competition is especially high.

The company's pricing policy is as follows:

the price must cover all costs;

the price should be quite high due to the uniqueness of the product;

the price is set on a contractual basis and may contain certain benefits.

A fragment of the price list is given in Appendix 3.

Tags: Development of a competitive strategy for an enterprise (using the example of Kontur Term LLC) Diploma Management

Chapter 1. Theoretical foundations for developing an enterprise competition strategy

1.1. The essence and types of competition strategies

a large number of competitors or approximately equal strength;
slow industry growth;
high level of fixed costs in the form of overhead or inventory costs;
lack of differentiation (no conversion costs);
quantitative leap in capacity;
various types of competitors;
high strategic importance;
high output barriers.

leadership in cost reduction;
differentiation;
focusing (special attention).

1.2. Rationale for choosing a competition strategy

Chapter 2. Analysis of competition of an enterprise (using the example of ZAO PPRZ)

2.1. Brief characteristics of PPRZ CJSC

on its own behalf, participate in economic turnover, enter into contractual and other obligations with legal entities and individuals;
plan and carry out your financial and economic activities;
sell your products, perform work and provide services at prices and tariffs established independently or on a contractual basis;
for one’s own needs, acquire, rent, accept for free use or on other terms any property;

provide safe working conditions for all workers;
carry out the production program developed in accordance with the established procedure;
carry out only those types of activities established by its Charter;
ensure the safety and proper use of municipal property assigned to the Enterprise.

Indicators
In the context of the development of a market economy, the issues of forming new competitive potential, identifying, developing and creating prerequisites for the sustainability of competitive advantages, and choosing the correct form of competitive behavior are of particular importance for the successful functioning of an enterprise. The very concept of competitive advantage has now become particularly relevant as the growth of companies around the world has slowed down and the behavior of competitors has become increasingly aggressive. The main thing was not just to achieve and identify a competitive advantage, but to make it sustainable. Competitive advantage is those characteristics and properties of a product that create for the enterprise a certain superiority over its competitors, and for the consumer - the optimal combination of consumer characteristics of the product. Superiority is assessed in comparison, therefore it is a relative characteristic and is determined by various factors. For successful operation, an enterprise needs to develop the right competition strategy based on its competitive advantages, which actualizes the study of forms of competition in modern conditions. The importance of strategic behavior that allows a firm to survive competition in the long term has increased dramatically in recent decades. All companies, in conditions of fierce competition and a rapidly changing situation, must not only focus on the internal state of affairs in the company, but also develop a strategy for long-term survival that would allow them to keep up with the changes occurring in their environment. Now, although the task of rational use of potential in current activities is not removed, it is becoming extremely important to implement such management that provides competitive advantages in a rapidly changing environment. Business practice has shown that there is no competitive strategy that is the same for all companies, just as there is no single universal strategic management. Each company is unique in its own way, and the process of developing a competitive strategy for each company is unique, since it depends on the company’s position in the market, the dynamics of its development, its potential, the behavior of competitors, the characteristics of the goods it produces or the services it provides, the state of the economy, cultural environment and much more. Thus, relevance The study and application of competitive methods in company management is increasingly increasing. This is what determined the choice of the topic of the course work. The object of the study was JSC "Perm Spring and Spring Plant". Target The course work consists of analyzing the competitive properties of PPRZ CJSC and developing a competition strategy for it. This goal determined the formulation of the following research tasks: 1. Consider the theoretical foundations for developing an enterprise’s competition strategy; characterize the main types of competition strategies and justify the choice of competition strategy; 2. Analyze the competitive position and competition strategies of PPRZ CJSC; 3. Suggest directions for improving the competition strategy of PPRZ CJSC; The structure of the work corresponds to the assigned tasks. Chapter 1. Theoretical foundations for developing an enterprise competition strategy 1.1. The essence and types of competition strategies Competition - (from the Latin Concurrer - to collide) - the struggle of independent economic entities for limited economic resources. This is an economic process of interaction, interconnection and struggle between enterprises operating on the market in order to provide better opportunities for marketing their products, satisfying the diverse needs of customers. In the marketing system, a company operating in the market is considered not on its own, but taking into account the entire set of relationships and information flows connecting it with other market entities. The environmental conditions in which the company operates are usually called the marketing environment of the company. Kotler F. defined the marketing environment of a company as follows: The marketing environment of a company is a set of active subjects and forces operating outside the company and influencing the ability of the management of the marketing service to establish and maintain successful cooperative relationships with target clients. Strategy is long-term actions aimed at achieving assigned goals. Implementation of strategy is a set of actions that contribute to increasing business activity in the organizational and financial spheres, developing company policies, creating a corporate culture and motivating staff, and managing everything aimed at achieving the intended results. A competitive strategy is a set of specific steps and approaches that a firm takes or plans to take in order to successfully compete in a given industry. For the first time, business was faced with the problem of strategic planning in an economic crisis. It is in such conditions that all the weaknesses of some enterprises and the strengths of others become clearly visible. And it is precisely in such periods that it becomes more obvious than ever where enormous resources were wasted, which will never give the expected effect. Then the competition intensifies to the limit, and the winner is the one who manages to achieve greater competitive advantages - advantages not over competitors, but advantages in relation to the consumer. Competitive advantage is the assets and other strengths of a firm that give it an advantage over its competitors. Competitive advantages must ensure the uniqueness of the brand and satisfy the specific needs of the client. Strategic success factors are based not on objective, but on subjectively perceived benefits by the consumer. The task of management is to identify and develop the potential for success and transform it into appropriate factors. Conquering and maintaining competitive advantages is, as is known, a key function of strategic enterprise management. It is especially important to achieve advantages in saturated markets where demand is satisfied by many suppliers. According to competition researcher F. Kotler, a firm in competition can play one of four roles. Marketing strategy is determined by the company's position in the market, whether it is a leader, challenger, follower, or occupies a certain niche: 1. The leader (market share of about 40%) feels confident. 2. Contender for leadership (market share about 30%). Such a company aggressively attacks the leader and other competitors. As part of special strategies, the challenger can use the following attack options: · “frontal attack” - is carried out in many directions (new products and prices, advertising and sales - competitive advantages), this attack requires significant resources. · “encirclement” - an attempt to attack all or a significant market area of ​​the market. · “bypass” - the transition to the production of fundamentally new goods, the development of new markets. · “gorilla attack” - small impetuous attacks using not entirely correct methods. 3. Follower - (20% share) a company that strives to maintain its market share and get around all the shallows. However, even followers must adhere to strategies aimed at maintaining and increasing market share. The follower can play the role of imitator or double. 4. Entrenched in a niche market - (10% share) serves a small segment of the market that large firms do not care about. Several niches are preferable to one. Such firms do not have any special competitive advantages, except that large firms do not see them as competitors and do not “pressure”. The task of a competitive strategy, according to M. Porter, is to bring the company to a state in which it can fully use its advantages. It follows that in-depth competition analysis is an important part of strategy formulation. M. Porter identified five forces of competition that determine the level of profit in the industry. This: Penetration of new competitors; The threat of the appearance on the market of substitute goods produced using a different technology; Buyer capabilities; Supplier capabilities; Competition between companies that have already established themselves in the market. Competitive strategies (business strategies) come from an understanding of the rules of competition that operate in an industry and determine its attractiveness. The goal of competitive strategy is to change these rules in favor of your company. The rules of competition can be represented as the five forces of competition shown in the figure. Rivalry, according to Porter, occurs when one or more competitors experience difficulties or see opportunities to improve their position. The intensity of competition can vary from polite gentlemanly forms to the most severe "cut-throat" techniques. Porter notes a number of the following factors that determine the intensity of competition: 1. a large number of competitors or approximately equal strength; 2. slow growth of the industry; 3. high level of fixed costs in the form of overheads or inventory costs; 4. lack of differentiation (no conversion costs); 5. quantitative leap in capacity; 6. various types of competitors; 7. high strategic importance; 8. high output barriers. By general strategies, Porter means strategies that have universal applicability or are derived from some basic postulates. In his book “Competitive Strategy,” M. Porter presents three types of general strategies aimed at increasing a company’s competitive advantages. A company that wants to create a competitive advantage must make strategic choices so as not to “lose its face.” There are three basic strategies for this: · leadership in cost reduction; · differentiation; · focusing (special attention). To satisfy the first condition, the company must keep costs lower than those of its competitors. To provide differentiation, it must be able to offer something unique of its own. Cost leadership is perhaps the most representative of the three general strategies. It means that the company strives to become a low-cost manufacturer. The company's supplies are diverse and serve many industry segments. This scale is often the key to cost leadership. The nature of these types of advantages depends on the structure of the industry, and may be a matter of economies of scale, advanced technology, or access to raw material sources. Porter points out that a company that has achieved cost leadership cannot afford to ignore the principles of differentiation. If consumers do not consider the product to be comparable or acceptable, the leader will have to discount prices to weaken its competitors and thereby lose its leadership. Porter concludes that a cost leader in product differentiation must be on par with, or at least not far behind, its competitors. Differentiation, according to Porter, means that a company strives to be unique in some aspect that is considered important by a large number of customers. It selects one or more of these aspects and behaves in such a way as to satisfy the needs of consumers. The price of this behavior is higher production costs. The third type of strategy is to focus efforts on some aspect of the activity. It is radically different from the previous two and is based on choosing a narrow area of ​​competition within an industry. The point of focus is to select a segment of an industry market and serve it with your strategy better and more effectively than your competitors. By optimizing its strategy for a selected target group, the company that chooses this course tries to achieve competitive advantages in relation to the selected group. Let us also consider the types of behavior strategies of firms according to A.A. Thompson and A.J. Strickland. Famous authors of the book “Strategic Management” A.A. Thompson and A.J. Strickland describes the strategies of firms in sufficient detail and with reasoning. They distinguish the following strategies: offensive, defensive and vertical integration strategies. 1. Offensive strategies to maintain competitive advantage. Competitive advantage is usually achieved through the use of creative offensive strategies that are not easily countered by competitors. There are six main types of offensive strategy: Actions designed to meet or exceed a competitor's strengths; Actions aimed at exploiting the weaknesses of a competitor; Simultaneous offensive on several fronts; Capturing unoccupied spaces; Guerrilla warfare; Preemptive strikes. 2. Defensive strategies for protecting competitive advantage are aimed at maintaining one’s market position, reducing the risk of being attacked, withstanding a competitor’s attack with fewer losses, and putting pressure on challengers to reorient them to fight other competitors. A good defensive strategy presupposes the ability to quickly adapt to a changing situation in the industry and, if possible, proactively block or prevent competitors from attacking blocking actions. The second approach to a defensive strategy is to communicate to competitors that their actions will not go unanswered and the company is ready to attack. The purpose of such signals is to prevent the start of attacking actions (since the expected results of challenging competitors may be significantly lower than the costs incurred) or to redirect them towards less protected targets. Another way to counter the offensive actions of competitors is to try to reduce the profits that attract them and push them to offensive actions. When the profitability of a firm or industry is very high, it acts as a lure to a large number of firms and creates a desire to take offensive action, even if barriers to entry are high and defenses are strong. In this situation, a firm can protect itself from competitors, especially new entrants, by forgoing short-term profits and using accounting mechanisms that show relatively low returns. 3. Vertical integration strategy. The essence of this strategy is that firms can expand their activities towards suppliers (backward) or towards consumers (forward). A firm that builds a new facility to produce input components that were previously purchased from suppliers is clearly still in the same industry as before. 1.2. Rationale for choosing a competition strategy An enterprise's individual competition strategy is a set of methods, techniques and measures aimed at strengthening the organization's competitive position, the specific content of which depends on the characteristics of the enterprise's competitive environment and its competitive strategic potential. The need to choose a competition strategy lies in the fact that the modern market economy is competitive in nature. The opportunity and freedom to strive to satisfy private interests for each economic entity and the economic isolation of commodity producers create the preconditions for the existence of competition. In the process of marketing research, carrying out calculations to assess the competitiveness of services or goods is aimed at identifying competitive advantages and vulnerable positions. The most profitable strategies for PPRZ CJSC seem to be market expansion and diversification strategies according to M. Porter. An individual (private) competitive strategy reflects both specific ways of implementing the selected standard competitive strategy depending on the organization’s capabilities, as well as decisions about behavior in relation to its main competitors. The challenge is to maintain and develop your competitive advantage. To do this, a business (competitive) strategy must be formed for each strategic business unit. To solve this problem, M. Porter's model of competitive strategy can be used. To find and implement strategic positioning, this model provides a combination of the following three criteria: Mainly on costs; Product differentiation; Market concentration. As a result, five main positions and their corresponding competitive strategies are fundamentally possible. Let's look at the features of these strategies: The transport cost leadership strategy involves reducing the total costs of producing transport services, which attracts a large number of consumers; The strategy of broad differentiation is aimed at giving services or goods specific characteristics that distinguish them from the services of competing organizations, which attracts a large number of consumers (clients); The optimal transport cost strategy focuses on providing consumers with more value for the same money through a combination of low costs and broad differentiation of services or products, which is a complex task and therefore an unsustainable and transitional strategy; A focused low-cost strategy is based on low costs and targets a narrow segment of the market where the organization is ahead of its competitors due to lower production costs; A focused differentiation strategy is based on differentiating services or products that best meet the needs of a narrow market segment. These strategies create their competitive advantages, while each strategy requires the presence of the necessary economic resources, certain skills and the correct management actions of managers. In accordance with the starting positions, one of the following competitive strategies can be used: reducing the cost of transport services, differentiation, market segmentation and choosing a market niche, introducing innovations, focusing on market needs. When developing a competitive strategy, it is necessary to take into account that all types of competitive advantages are divided into two groups: low-order advantages and high-order advantages. Low-order advantages are associated with the possibility of using cheap labor and material resources. The low order of these competitive advantages is due to the fact that they are very unstable and can easily be lost either due to rising prices and wages, or due to the fact that these cheap production resources can be used in the same way by competitors. In other words, low-order advantages are advantages with low sustainability, unable to provide an advantage over competitors for a long time. High-order advantages are: unique transport services, unique technology for transporting goods, optimal marketing structure, organization of production of transport services, good reputation of the ATO. If a competitive advantage is achieved through the provision of unique transport services using new rolling stock or additional equipment based on their own design developments, then to destroy such an advantage, competitors will either have to develop similar equipment, purchase new rolling stock, or come up with something better. All these options are not cheap and require a lot of time to implement. The most valuable competitive advantage is the good reputation of the organization, which is achieved with great difficulty, slowly and requires large costs to maintain it. The type of strategy chosen depends on the position the organization occupies in the market and the nature of its actions. Along with the strategy for ensuring competitiveness, it is necessary to develop tactics and methods of competition that will be used, as well as outline activities aimed at improving its competitive position. The development of a competitive strategy requires the appropriate formation of the entire marketing mix, since there is a certain, although not rigid, connection between the competitive strategy model and the instrumental strategies of the marketing mix. An essential point influencing the choice of strategy is the definition of performance indicators and their justification. The parameters of the strategic plan are important criteria for assessing the effectiveness of the chosen strategy. As a rule, the choice of criterion for strategic effectiveness is not limited to any one indicator, since it depends on the characteristics of the current situation, prevailing (dominant) goals, as well as the availability of reliable and reliable information about the state of the external and internal environment. It should be said that the implementation of the developed competitive strategy and the corresponding activities that make up the marketing mix will improve the following main elements of the competitiveness of transport services: the list of transport services offered, the quality of the transport services provided, the availability of the services provided. An effective quality strategy creates a sustainable competitive advantage and increases the intensity of the organization's activities. Ultimately, it is this factor that is decisive in a dynamic and unpredictable environment. Summing up the chapter, we note that at the present stage of economic development, the goals and methods of competition are changing, changes are occurring in the behavior of business entities associated with adaptations to the changing conditions of the competitive environment, all this determines the importance of PPRZ CJSC having a competitive strategy as the main factor success in competition. Chapter 2. Analysis of competition of an enterprise (using the example of ZAO PPRZ) 2.1. Brief characteristics of PPRZ CJSC Company name: full – Closed Joint Stock Company “Perm Spring and Spring Plant” abbreviated as “PPRZ” CJSC Legal address: 614014, g . Perm, street 1905, 35 State registration date – 07/20/2000 CJSC "PPRZ" is one of the large manufacturing enterprises of spring products for various industries in Russia and the CIS countries. The enterprise is a legal entity, has a company name containing an indication of the organizational and legal form, the owner of its property and the nature of the activity of the enterprise, enshrined in the right of economic management. The company has separate property, an independent balance sheet, a bank account, a round seal with its name, a stamp, forms, a trademark (service mark). An enterprise can, on its own behalf, acquire and exercise property and personal rights, bear responsibilities, be a plaintiff and defendant in court, arbitration and arbitration courts. The company operates in accordance with the legislation in force on the territory of the Russian Federation, acts of local government, as well as the Charter. The enterprise is liable for its obligations with all its property. The founder is not liable for the obligations of the enterprise, except for cases provided for by current legislation, and the Enterprise is not liable for the obligations of the founder. The enterprise was founded in 1994 on the basis of specialized workshop No. 38 of Motovilikha Plants OJSC. Currently, JSC "PPRZ" includes workshop 38 and workshop 35. The main specialization of workshop 38 is the serial production of leaf spring products for passenger cars and light-duty trucks. Workshop 35 specializes in small-scale production of screw, leaf and disc springs, retaining rings and spring parts for various industries. Production and technological capabilities of the enterprise. Workshop No. 38 was put into operation in 1969 to supply the assembly line of the Izhevsk Automobile Plant with spring products. The workshop houses 3 conveyor lines for the serial production of springs and springs for cars, including: An automatic line for coiling springs by the American-Italian company Gogan-Holcroft, launched in 1980; The spring winding line produced by the Azov Automatic Forging Plant (Azov) was put into operation in 2002. Line for the production of springs for cars. Currently, only two lines are operating - 1 for the production of springs and 1 - for the production of springs, the Azov Line is mothballed. The Azov Line is currently being modernized for the production of springs for railway rolling stock. Workshop 38 produces springs and springs for Volga, Zhiguli, IZH (Moskvich), UAZ vehicles, as well as for special equipment - electric forklifts and PAUS mine carts. The production capacity of workshop 38 for the production of springs for cars is 500 thousand pieces. per year, spring production capacity - 250 thousand pcs./year. The actual utilization of production capacity in the part of spring production is 25%, in the part of spring production - 40-50%. Low production utilization is associated with a decrease in demand for products from Russian automakers and increased competition in the market. But perhaps this problem will be solved soon, because... At the moment, negotiations are underway on the supply of spring-spring products with such large concerns as HYUNDAI, RENAULT and UZ-DAEWOO. Product quality: Manufactured spring and spring products for automobiles are certified in GOST R systems and have a ROSS certificate of conformity. YAP. MT25. B 06138 No. 6218520 (certificate validity period from July 27, 2004 to July 27, 2010). The main limiting factors for further increasing production volumes in workshop 35 are; Outdated equipment (manufactured in the 70-80s) and a high percentage of its wear and tear (70-80%); Small-scale quantity of ordered parts Lack of a certificate for the production of springs for railway transport. There is an insufficient number of specialists in the repair and maintenance of machine tools (mechanics and toolmakers), which leads to equipment being idle. The main goals of creating the Enterprise are: satisfaction of public needs in the results of its activities and profit. The enterprise has the right: · on your own behalf participate in economic transactions, enter into contractual and other obligations with legal entities and individuals; · plan and carry out your financial and economic activities; · sell your products, perform work and provide services at prices and tariffs established independently or on a contractual basis; · for one’s own needs, acquire, rent, accept for free use or on other terms any property; The enterprise is obliged: · provide safe working conditions for all workers; · carry out the production program developed in accordance with the established procedure; · carry out only those types of activities established by its Charter; · ensure the safety and proper use of municipal property assigned to the Enterprise. Organizational management structure Organizational structure of marketing and sales management of CJSC PPRZ. Marketing and sales activities at CJSC "PPRZ" are carried out by the marketing and sales department under the leadership of the deputy. director of sales, marketing and logistics (see Fig. 2). Rice. 2. Block diagram of marketing and sales management The marketing and sales department consists of 4 people. Marketing and sales department specialists perform the following functions: Pre-contractual work with customers, conclusion of contracts; Sales planning; Placing orders at the enterprise and monitoring their implementation; Tracking payment of bills by consumers of products; Analysis of product shipments to customers (nomenclature, quantity, price); Marketing and Sales Department, reporting directly to the deputy. The director of sales, marketing and logistics closely interacts with the planning and dispatch department (PDD), the financial and economic department and the accounting department. Volumes of production and sales of products at CJSC "PPRZ" Based on the results of 2008 and 3 months of 2009, the plan for production and sales of products at PPRZ CJSC is being fulfilled. The production volume at ZAO PPRZ in 2008 amounted to 91.4 million rubles, sales volume was 90.6 million rubles. The main income is generated through sales of products to third parties (96.1%). At the same time, the main part of it (64.5%) is due to the sale of automobile springs and leaf springs, which bring approximately the same income. In 2009, it is planned to receive 120.0 million rubles from sales. The company operates breakeven, but the return on sales is very low - only 0.7%. Data on production and sales volumes for 2008 and for 3 months of 2009 are shown in Table 2.1. Table 2.1 - Production and sales volumes at PPRZ CJSC Table 2.1 shows that in 2009 production volumes in monetary terms increased by 15.7%, sales volumes increased by 26.6% compared to the same period in 2008. It should be noted that due to the reduction in production volumes of domestic passenger cars in 2009, there is a tendency to reduce purchases of springs and springs by Russian automakers. The demand for springs is falling especially sharply, which leads to a significant decrease in their production at PPRZ CJSC. This is due to a reduction in production volumes of Moskvich cars at the Izh-Avto automobile plant, the main consumer of springs and springs of PPRZ CJSC. Negative dynamics in the production of springs at the enterprise have been observed since 2008. Compared to 2008, the drop in spring production volumes in 2009 was 60%. In 2009, spring production volumes at PPRZ CJSC decreased by another 26%. For springs, production volumes are increasing, in 2009 the growth was 22%, in 2008 - 28% (over the same period). A similar situation is observed in sales of PPRZ CJSC products - a drop in sales of automobile springs and an increase in sales of springs. In the structure of sales of products from workshop 38, the largest share is occupied by springs for Zhiguli cars (62-64%) and Moskvich cars (33-35%), the predominant share of springs (79-80%) goes to cars "Moskvich". For workshop 35, the volume of orders increased in 2009 from 2 to 4 million rubles per month. The demand for the products of workshop 35 and the number of customers is growing, and production volumes are increasing accordingly. The company receives its main income (about 50%) from the site of large springs supplied to metallurgical plants and the repair of railway rolling stock of JSC Russian Railways (700-800 springs/month). For a more complete picture of the company’s activities and its position in the market of spring products, it is necessary to conduct a SWOT analysis (see Table 2.2). This analysis involves analyzing the internal environment of the company, as well as identifying opportunities and threats for the company from the market. Based on this analysis, it is possible to develop strategies for further behavior to overcome dangers and enhance the company’s strengths. Table 2.2 - SWOT -analysis CJSC "PPRZ" Company strengths High quality of products; They produce springs for almost the entire range of domestic passenger cars; Availability of a line for the production of railway springs Weaknesses of the company Insufficient funding for marketing programs; In Perm, PPRZ springs have a bad reputation that developed in the 80s and 90s. The reason is the lack of elasticity and not always high quality. Market Opportunities Availability of space for expansion; Growth of the target audience (railway transport); Following the chosen strategy and maintaining competitive advantages. It is necessary to constantly meet emerging market needs. Increased marketing costs, especially with regard to new entertainment programs; Development of a policy aimed at improving the reputation of the enterprise. Market dangers Growing competition in this sector of the economy; Economic instability in the country. The emergence of competitors on the market offering, in addition to products, a range of related services Expanding the range of services provided, i.e. invention of new methods of coating and packaging of products; Introducing new competitive advantages and maintaining old ones. 2.2. Analysis of the competitive position and competition strategies of PPRZ CJSC The most famous marketing model for describing competition in the market, used in domestic and foreign literature, is Porter’s five forces of competition model. Let's consider the direction of activity of PPRZ CJSC using M. Porter's five-factor model of competition analysis (Fig. 3). Rice. 3. Five driving forces of competition according to M. Porter Figure 3 shows all 5 driving forces of M. Porter: competition among existing firms, substitute products, the threat of new companies entering the market, suppliers and buyers. Based on this, we can distribute the forces listed above according to the degree of dominance. The most important and influential force of industry competition for PPRZ CJSC is the market power of consumers (60% of influence). Next in importance is competition among existing firms (30% of influence). The remaining three forces, although they have an impact on competition in the industry under consideration, are not significant compared to the two listed above (approximately 10%). Competition analysis. Of the five main competitive advantages proposed by M. Porter, the strategy of PPRZ CJSC can be attributed . Let's consider each of them sequentially. Strategy differentiation becomes attractive when consumer needs and preferences become diverse and can no longer be satisfied by standard spring products. In order for the differentiation strategy to be successful, PPRZ CJSC periodically studies the demands and behavior of market consumers in order to know which products customers prefer, what they think about the quality of the products and what they are willing to pay for. In this regard, the product range of PPRZ CJSC includes springs and springs that differ in special qualities and content from competitors’ products. It is due to this that PPRZ CJSC achieves a competitive advantage. Because more and more buyers are becoming interested in the differentiated characteristics of the products offered by PPRZ CJSC. It's usually a good idea to add features that don't cost a lot of money but are designed to better meet customer needs. For example, PPRZ CJSC should pack springs and leaf springs to prevent damage and loss of consumer properties of goods or carry out free loading of sold products. When pursuing a differentiation strategy, you need to carefully ensure that unit costs do not significantly exceed the level of competitors, as this can lead to the fact that the prices of PPRZ CJSC will increase so much that buyers will not want to pay. Due to the strategy for the inhabitants of niches, PPRZ CJSC maintains its position in the market, taking competitive moves aimed either at attacking competitors, or in order to protect itself from the threat posed by competitors. In this industry, there are generally recognized leaders in the regional Kama market that have a large market share and are usually ahead of other companies in price changes, the introduction of new products to the market, coverage of the distribution area and sales promotion costs. JSC "PPRZ" is looking for opportunities and means to increase aggregate demand; seeks to further increase market share even if market size remains unchanged; Continuous cost reduction must remain a strength; protecting your current market share through defensive and offensive actions. The strategic goal (development of new parts or segmentation of production) is chosen depending on which of the competitors the company chooses as its rival. CJSC PPRZ also adopts the experience of the leader, copies new technological moves and improves products and marketing programs, investing significantly less money and can achieve a fairly significant level of profit. PPRZ CJSC, focusing on serving market niches, tries to find one or more such niches that would be reliable and profitable. The ideal market niche must be large enough to be profitable and have the potential for growth, otherwise there is a risk of not finding a buyer. Due to strategy concentration on the segment JSC "PPRZ" directs its actions to a specific market segment. At the same time, an enterprise can strive for leadership through cost savings, or product differentiation, or a combination of one or the other. The competitor of PPRZ CJSC, the Chusovsky plant, is constantly improving the quality of its products. To date, JSC ChMZ has certified more than 100 types of springs in the GOST R certification system. ChMZ springs installed on Russian KamAZ trucks never let drivers down during the Paris-Dakar transcontinental race. In the “Mosstroysertifikatsiya” system, the certification body “NIIZhB-certification” certified reinforcing steel of class A500C with a diameter of 10-25 mm and 28-32 mm. In response, PPRZ CJSC concentrated on the production of springs of a different type, but of better quality, which allowed it to take a leading position in the regional market in sales of this product. In the event that demand falls due to the availability of higher quality goods, PPRZ CJSC uses a strategy of immediately responding to market needs. Unlike such enterprises, CJSC "PPRZ", which sells strategy for immediate response to market needs, are aimed at meeting emerging needs in various areas of business as quickly as possible. In October 1997, the management of PPRZ CJSC decided to create a quality system that meets the requirements of the ISO 9000 series standard. The organizational structure, regulations on structural units and job descriptions were revised; New documents relating to all levels of production and management have been developed. The Quality Policy of PPRZ CJSC was adopted, the main objective of which is to maximally satisfy consumer requirements for product quality. Accordingly, such an immediate response to market needs made it possible to carry out reorganization and increase the quality of the product in the shortest possible time. Sales have increased. The plant conducted personnel training from the general director to the worker in order to ensure an understanding of the place and role of everyone in this system. In 2000, the quality system was successfully certified by the German company TUV CERT for compliance with the requirements of the ISO 9002:1994 standard, and in November 2003, auditors of the same company confirmed the compliance of the quality management system (QMS) with the requirements of the ISO 9001:2000 standard. During the transition to the new version of the standards, the QMS documentation was revised, adjustments were made in accordance with the requirements of the ISO 9001:2000 standard, a methodology for assessing customer satisfaction was developed in order to quickly respond to consumer preferences, QMS processes were developed, criteria for their effectiveness were defined, and procedures for their monitoring were developed. , the inputs and outputs of interacting processes are coordinated. This allows you to streamline the interaction of all departments of the plant. In the future, JSC PPRZ is developing and implementing a methodology for accounting for quality costs, which would allow identifying the costs of preventing and correcting inconsistencies and taking timely measures to reduce them. In modern conditions, the main component of the competitiveness of any enterprise is the ability to meet the ever-increasing demands of the consumer market and specific customers. Let's consider the results of using competitive strategies. The position of the main participants in the Perm market (the companies PPRZ, ChMZ, KTIAM, NPO ROSTAR LLC) is shown in Fig. 2.3. Four leading manufacturing companies form one strategic group of competitors. Based on open information and comparative analysis methods, calculations of analytical estimates of market dynamics and competitive positions of the main players in the market in value and physical terms, modified by the author, were carried out, used to construct a market map (Fig. 4) and assess the competitive positions of manufacturing companies (Table 3). 0,25 Rice. 5. Market map: competitive positions of companies. Table 2.3 - The company’s role in the market and changes in the competitive position of participants in the Perm market The analysis shows that all companies are violent and adhere to a product differentiation strategy. The companies use a strategy of individual brands with a similar range, the products of all companies are represented in each of the price segments of the market. In general, we can conclude that the companies in question have similar functional strategies. The process of competition occurs through corporate and business-level strategies. The proposed methodological approach allows us to identify the competitive strategies of market participants and give a reasonable assessment of their comparative competitive position. The complex nature of the competition strategy determines the need to further improve the methodological approach to the formation of the competitive strategy of JSC PPRZ in the industry market as market relations develop in the country. Thus, a differentiation strategy is necessary. It will allow JSC PPRZ: · set higher prices for the products offered; · increase sales volume (because a large number of buyers are attracted due to the distinctive characteristics of springs and springs); · win customer loyalty to your brand (because some customers become very attached to the additional characteristics of manufactured products, primarily related to their quality). In the next chapter, we will consider the directions for improving the competition strategy of PPRZ CJSC. Chapter 3. Improving the competition strategy of PPRZ CJSC To increase the economic efficiency of an enterprise and increase its market share, it is necessary to: 1. Develop a strategic plan to reduce production costs in order to increase the competitiveness of manufactured products and achieve price superiority over competitors. Due to this, enter new market segments and attract those consumers who currently purchase from competitors. 2. Establish strict control over direct and overhead costs in order to reduce the cost of manufactured products. 3. Ensure high and stable quality of produced springs and leaf springs. 4. In order to increase profits and improve the financial and economic condition of the enterprise, modernize worn-out equipment, an annual increase in sales volume by at least 25-30% is necessary. 5. Ways to achieve such growth include: Localization of the project “supply of springs to the assembly line” Kia; Start delivery to OJSC AvtoVAZ. To increase the production volume of Chevy Niva and Lada Kalina cars, the capacity for producing springs is beginning to decline, so AvtoVAZ will soon switch to external purchases of springs; Due to the increase in cash turnover and the share of exported products, I consider it necessary to add a highly qualified tax planning specialist to the staff Analysis of supplies to the assembly line of various brands of cars produced in Russia and neighboring countries, for example, the production of Daewoo Nexia in Uzbekistan The main strategies of PPRZ CJSC that existed at the moment are the following: differentiation, niche, segment concentration, immediate response to market needs . When performing the competitiveness management process of PPRZ CJSC, the following resources are required: Qualified and competent personnel (general director, executive director, deputy general director for strategic management and first-level business process owners); Equipment (computer facilities); Information about the state and development trends of the external and internal environment. The main result of the competitiveness management process of PPRZ CJSC is a structured system of goals and indicators aimed at maintaining current results and achieving better results in competition. Based on an assessment of the potential competitive advantages of an enterprise and its competitiveness, as well as a comparison of indicators characterizing business processes with similar indicators of its main competitors or standards, a competitive strategy of the enterprise is developed. Thus, the outputs of the competitiveness management process of PPRZ CJSC are: corrective actions; preventive actions; suggestions for improvement. Consumers of the competitiveness management process are managers of all levels and structural divisions of the enterprise. The study revealed that the most important functions of the enterprise competitiveness management process are the identification of potential competitive advantages, assessment of the enterprise's competitiveness, as well as the development and implementation of its competitive strategy. The stages of development and implementation of an enterprise's competitive strategy are presented in Figure 3.1. Rice. 5. Stages of development and implementation of the enterprise’s competitive strategy When developing a competitive strategy, the main financial goals of an enterprise in competition are to increase its productivity, reduce costs and increase sales. To achieve financial goals, the market goals of the enterprise have been determined: increasing market share and ensuring better supply conditions. Internal goals are: reducing production costs; improving production quality based on increased efficiency and quality of procurement, increased motivation of workers, introduction of advanced technologies and innovations; improving financial planning and management; improving the quality of customer service. Thus, we can conclude that the basic competitive strategy of PPRZ CJSC, as for many enterprises, in our opinion, should be a strategy for increasing productivity and product quality. The proposed strategy is based primarily on reducing production costs. However, on the other hand, it focuses on the uniqueness of products, comprehensive services for a specific market segment, encourages the enterprise to look for untapped markets where there are no competitors, through the introduction of innovations, and also helps to stay ahead of competitors by building a more mobile management system, since all of these types competitive advantages directly affect sales volume. A SWOT analysis was conducted to systematize the strengths, weaknesses, opportunities and threats after the implementation of new strategies. The data is shown in Table 3. Strengths Weak sides Quality software Availability of a strategic development plan and budget. Long-term contracts with suppliers. Constant interaction with corporate clients. Interaction with credit institutions. Having your own printed publication. Well-known brand in Perm. Availability of technological maps. Individual approach to working with large corporate clients Weak management accounting. Lack of regulation of business processes. Underutilized staff. The speed of business development is faster than the speed of development of the management system. Lack of highly qualified personnel for financial management and company development. Possibilities Threats Market growth by 20-30% per year. Changes in legislation in the tourism industry. Increasing income of the population. Availability of lending programs for the population. Favorable opportunities for opening additional offices in the Ural region. Small companies leaving the market due to changes in legislation. Interest of large manufacturers in companies with an extensive product range. Availability of needs of large corporate clients. Expansion of foreign economic relations of the Perm region. Availability of qualified personnel in the field of IT and management. Changes in business legislation. Entering the regional market of stronger networks. Entry of new companies into the market. Market saturation, slowdown in growth rates; Negative growth and declining growth rates. So, the main condition for the development, preservation and strengthening of the brand of PPRZ CJSC is the optimal quality of the product provided to it, the use of growth and differentiation strategies. Chapter 4. Economic efficiency of the proposed measures Let's calculate the economic efficiency of the proposed measures. The projected profit from implementing the differentiation and growth strategy is determined taking into account the average annual growth, which is determined by the formula: , (1) where P p is the coefficient of average annual growth; n – number of years of periods; P and – profit from sales in the original year, thousand rubles; P s – average profit for the previous 5 years, thousand rubles. where Y forecast is the projected profit, thousand rubles; 1,2,3… - the period for which the profit is predicted (one year, two years, etc.). Table 4.1 - Profit dynamics over 5 years (thousand rubles) Y forecast = 5769 + (1.024 – 1) * 5252 * 2.3, etc. Table 4.2 - Projected profit for 2011-2014 The strategy implementation period is 4 years. According to this calculation, the annual increase in profit will be 2.4%, and the total increase by 2014 will be 11%, which characterizes the economic efficiency of the proposed measures. The implementation of the proposed strategies will allow PPRZ CJSC to reduce risks. As a result of studying the main trends and features of the development of PPRZ CJSC, a set of specific features was identified that distinguish the company from other companies in this regional market, including: a) variety of offers, etc.; b) elasticity in price, income, and time; c) significant territorial disunity and mobility; d) high degree of substitutability. Based on the SWOT analysis method, a development matrix of PPRZ CJSC in modern conditions has been built, which makes it possible to trace and evaluate the real socio-economic problems and dangers that the company faces, as well as to identify the strengths of PPRZ CJSC and promising opportunities, effective implementation which can become a tool for overcoming potential threats and the basis for the successful positioning of PPRZ CJSC in the market, taking into account the emerging prospects. At the present stage of market development, new trends are emerging that allow us to talk about improving the quality of the product in competition. Changes in the surrounding business environment, combined with the search for ways to survive in the market, dictate the need for a new vision of the efficiency of enterprises. To successfully conduct business, you must not only be able to provide high-quality services, but also know for which categories of clients they are intended. The quality of services largely depends on the style of doing business; which, in turn, forms the image of PPRZ CJSC. Depending on the stages of the life cycle at which various products are located, the company's product strategy is built. The implementation and use of these strategies at PPRZ CJSC will allow: Create a unified system of accounting and control over the formation and movement of the product; Reduce the time parameters for promoting material, financial and information flows; Automate the processes of accounting and control of material, financial and information flows; reduce time and improve customer service for the product; Reduce the number of service personnel, reduce the volume of circulating documentation, significantly reduce the number of errors in accounting and reporting documentation, etc. To summarize, it should be noted that the following processes are currently taking place in the practice of PPRZ CJSC: 1. gradual increase in turnover, Experience shows that in this market it is impossible to act separately. 4. detailed development of a marketing and logistics complex in order to influence decisions to purchase a product by potential clients of PPRZ CJSC; 5. reducing time and improving the level of service to consumers of the product; 6. carrying out strategic planning of activities to determine sales products on the market; 8. attracting specialists in entering new segments of the national and international service markets, product positioning, marketing analysis, and logistics support. It should be emphasized that for PPRZ CJSC, as a company striving for development, it is especially important to use the experience of foreign companies in the development of marketing and management policies. Conclusion Let us summarize the results of the study by drawing the following conclusions: Competition is the struggle of independent economic entities for limited economic resources. This is an economic process of interaction, interconnection and struggle between enterprises operating on the market in order to provide better opportunities for marketing their products, satisfying the diverse needs of customers. The main strategies of PPRZ CJSC that existed at the moment were the strategies of differentiation, niche, concentration on a segment, and immediate response to market needs. As a result of the analysis of the competitive position and competition strategy of PPRZ CJSC, it was determined that the most important and influential force of industry competition for PPRZ CJSC is the market power of consumers (60% of influence). Next in importance is competition among existing firms (30% of influence). The remaining three forces, although they have an impact on competition in the industry under consideration, are not significant compared to the two listed above (approximately 10%). Consequently, the main marketing strategy is the fight for the consumer. A segmentation strategy is also necessary - deepening the degree of saturation of all consumer groups with goods and services offered, choosing the maximum depth of market demand, including its smallest shades. Currently, the following processes are taking place in the practice of PPRZ CJSC: 1. gradual increase in turnover, 2. increased competition and the strengthening of the role of other firms. Experience shows that in this market it is impossible to act separately. To interact with competitors, it is recommended to create a strategic alliance, which involves taking into account their economic interests and refusing to use direct pressure measures in competition. 1. creation of a unified system of accounting and control over the formation and movement of the product; 2. market differentiation in order to identify target consumers; 3. organizing product positioning in order to consolidate a certain image and distinctive features of the product in the minds of consumers; 4. carrying out strategic planning of activities to determine sales products on the market; The following directions for improving the competition strategy of PPRZ CJSC are proposed. Localization of the project “supply of springs to the assembly line” Kia; Supplies to OJSC AvtoVAZ. To increase the production volume of Chevy Niva and Lada Kalina cars, the capacity for producing springs is beginning to decline, so AvtoVAZ will soon switch to external purchases of springs; Search for large wholesale dealers in each region of the country; Carrying out an aggressive marketing policy, improving the quality and effectiveness of advertising. Analysis of supplies to the assembly line of various brands of cars produced in Russia and neighboring countries, for example, the production of Daewoo Nexia in Uzbekistan. Provided that PPRZ CJSC adheres to the above recommendations, the enterprise will be able to increase operational efficiency, reduce costs and enter new markets. Bibliography 1. Bakanov M.I.: Sheremet A.D. The theory of economic activity analysis. - M.: Finance and Statistics, 2007. 2. Balabanov I.T. Analysis and planning of finances of a business entity. M.: Finance and Statistics, 2008. 3. Belousova S.N., Belousov A.G. Marketing. Second edition - Rostov n/d.: Phoenix, 2006. 4. Vesnin V.R. Management for everyone. M.: Lawyer, 2006. 5. Vikhansky O.S. Strategic management: a textbook for undergraduate and graduate students of universities majoring in “Management.” M.: MSU, 2005. 6. Drucker P.F. Market: how to become a leader. Practice and principles. Per. from English M. SPb: Book Chamber INTERNATIONAL, 2008. 7. Kovalev A.M., Voylenko V.V. Marketing analysis. M.: Center for Economics and Marketing, 2006. 8. Kotler F. Fundamentals of Marketing. Short course - M.: Williams Publishing House, 2003. 9. Murakhtanova N.M. Marketing. Textbook - M.: Publishing Center "Academy", 2005. 10. Shekshnya S.V. Personnel management of a modern organization. Educational and practical manual. Moscow: JSC Business School Intel-Sintez, 2003. 11. Eriashvali N.D. Marketing. Second edition - M.: UNITY-DANA, 2007. Share on social networks! Rate this article: (1 ratings, on average: 5,00 out of 5) Loading... 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