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Valuation Methods Does the company have knowledge? Or are they in the minds of those she hires? Of course, there is some knowledge that a company can claim as its own property: patents, copyrights, trademarks, etc. - and

The problem of assessing the competitiveness of an enterprise is complex and complex, since competitiveness is made up of many different factors. However, this assessment is necessary for the enterprise to carry out a number of activities, such as the development of basic directions for the creation and manufacture of products that are in demand; assessment of the prospects for the sale of specific types of products and the formation of the nomenclature; setting prices for products, etc. At present, the methodology and methodology for conducting the assessment are not sufficiently developed. The complexity of the category of competitiveness is due to the variety of approaches to its assessment.

Among the main methods of analysis in the economic literature are the following:

1. horizontal analysis, or trend analysis, in which indicators are compared with the same for other periods;

2. vertical analysis, in which the structure of indicators is examined by gradually descending to a lower level of detail;

3. factor analysis - analysis of the influence of individual elements of the enterprise's competitiveness on general economic indicators;

4. comparative analysis - comparison of the studied indicators with similar industry averages or with similar indicators of competitors.

As a rule, the following methods for assessing the competitiveness of an enterprise are distinguished in the economic literature:

1. assessment from the position of comparative advantages;

2. assessment from the standpoint of the theory of equilibrium;

3. assessment based on the theory of competition efficiency;

4. assessment based on product quality;

5. requirements profile;

6. polarity profile;

7. matrix method;

8. SWOT - analysis;

9. construction of a "hypothetical competitiveness polygon".

Assessment from the standpoint of comparative advantage - the essence of this method is that production and sale is preferable when production costs are lower than those of competitors. The main criterion used in this method is low costs. The advantage of the method is the simplicity of assessing the level of competitiveness;

Evaluation from the standpoint of the theory of equilibrium -- the basis of this method is the position in which each factor of production is considered with the same and at the same time the highest productivity. At the same time, the firm has no additional profit due to the action of any of the factors of production, and the firm has no incentives to improve the use of one or another factor. The main criterion is the presence of factors of production that are not fully used. The undoubted advantage of this method is the ability to determine internal reserves;

Evaluation based on the theory of competition efficiency - there are two approaches when using this method:

Structural approach -- the essence of which is the organization of large-scale, efficient production. The main criterion for competitiveness when using this approach is the concentration of production and capital;

Functional approach - the assessment of competitiveness according to this approach is carried out on the basis of a comparison of economic performance indicators. As a criterion for assessing competitiveness, the ratio of price, costs and profit margins is used;

Evaluation based on product quality - this method consists in comparing a number of product parameters that reflect consumer properties. The criterion of competitiveness in this case is the quality of products. The advantage of this method is the ability to take into account consumer preferences while ensuring the level of competitiveness. Due to the fact that the quality of a product is evaluated by a certain set of parameters, the assessment of the competitiveness of a product is based on the use of the so-called "parametric" indices that characterize the degree of satisfaction of the need for the product in question.

Requirements profile - the essence of this method lies in the fact that with the help of a scale of expert assessments, the degree of advancement of the organization and the most powerful competitor are determined. Profile matching is used as a criterion. The main advantage of this method for assessing the competitiveness of an enterprise is its visibility.

Polarity profile - this method is based on the determination of indicators by which the company is ahead or behind competitors, i.e. its strengths and weaknesses. As a criterion, a comparison of the lead or lag parameters is used. Table 1 shows a possible polarity profile;

Matrix method - when using this method, the competitiveness of an enterprise is considered in dynamics. As a criterion for assessing the competitiveness of an enterprise, a comparison of the competitiveness indicator with a table value is used.

The essence of the above methods for assessing competitiveness can be defined as follows. The methodological incompleteness of the existing approaches within the framework of the theory of comparative advantages, the theory of equilibrium and the theory of effective competition was a prerequisite for the development of other ways to solve the problem (quality-based assessment, profiles of requirements and polarities, matrix method). The assessment of competitiveness based on product quality raises the question of whether the concepts of "quality" and "competitiveness" are not synonymous. However, there are fundamental differences between these concepts: if the quality of a product is simply a set of properties, then competitiveness is the attitude of people, consumers of a product, to its properties, the product as such. The formation of this relationship is based on the assessment of the product and its properties by the consumer, which depends on several factors. First, on the level of properties that the product possesses; secondly, from prices; thirdly, from the presence of competitors; fourthly, from time, since the consumer wants to receive his goods at a certain time; fifthly, on the specific circumstances associated with the use of this product;

SWOT analysis - this method allows you to analyze the strengths and weaknesses of the internal environment of the enterprise, potential dangers of the external environment and, based on the analysis, identify existing opportunities for the development of enterprises.

Building a "hypothetical competitiveness polygon" - this method involves assessing the competitiveness of an enterprise according to eight factors:

The concept of goods and services on which the activities of the enterprise are based;

Quality, expressed in the conformity of the product to the high level of products of market leaders and identified through surveys and comparative tests;

The price of the goods with a possible margin;

Finance - both own and borrowed;

Trade -- in terms of commercial methods and means of activity;

After-sales service providing the company with a permanent clientele;

Foreign trade of the enterprise, allowing him to positively manage relations with the authorities, the press and public opinion;

Pre-sales preparation, which testifies to his ability not only to anticipate the needs of future consumers, but also to convince them of the exceptional capabilities of the enterprise to meet these needs.

An assessment of the capabilities of an enterprise by these factors allows us to build a "hypothetical polygon of competitiveness" (Fig. 1.1.).

Rice. 1.1.

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

It should be noted that the above methods for assessing the competitiveness of an enterprise are unidirectional: one method takes into account the reserves in the use of production factors, the other - the cost of these factors, the next - the quality of products. However, the competitiveness of an enterprise must be assessed in a comprehensive manner according to all criteria and activities.

As one of the options for assessing the competitiveness of an enterprise, the following method is proposed; this method is based on the assessment of the main group indicators and criteria for the competitiveness of an enterprise. An assessment of the competitiveness of an enterprise using this method includes the following steps:

1) selection of criteria for assessing the competitiveness of an enterprise;

2) calculation of the weight coefficients of the selected criteria;

3) determination of quantitative values ​​of individual indicators of competitiveness of an enterprise for each group of criteria and conversion of indicators into relative values ​​(to convert indicators into relative values, they are compared with base indicators. Base indicators can be: average industry indicators, indicators of any competing enterprise or enterprise - the leader in the market, the performance of the evaluated enterprise for the past periods of time;

4) calculation of weight coefficients of selected single indicators;

5) calculation of quantitative values ​​of enterprise competitiveness criteria;

6) calculation of the coefficient of competitiveness of the enterprise.

As a rule, to ensure the representativeness of the assessment of competitiveness, the criteria and indicators included in the above groups have weighting coefficients. The determination of these coefficients is carried out by the method of expert assessments.

The method of expert assessments is based on the generalization of the opinions of expert experts on risk probabilities. Intuitive characteristics based on the knowledge and experience of an expert give fairly accurate estimates in some cases. Expert methods allow you to quickly and without large time and labor costs to obtain the information necessary to develop a management decision.

The essence of expert methods lies in the organized collection of judgments and assumptions of experts with subsequent processing of the received answers and the formation of results.

Among the most common methods for obtaining expert assessments are:

Method "Delphi";

Snowball method;

The "tree of goals" method;

Method of "round table commissions";

Heuristic forecasting method;

matrix method.

Thus, summing up the above, we can draw the following conclusions. Analysis of literary sources and methodological developments dedicated to the issues of assessing competitiveness different kind and level, showed that the weakest link in assessing the competitiveness of an enterprise is the lack of complexity and unity of approaches to this problem, taking into account the specific features of this category. Existing Methods and scientific developments on the issues of assessing competitiveness mainly relate to products and to a lesser extent affect the activities of the enterprise. Analysis of methodological and theoretical developments on the issues of ensuring the competitiveness of the enterprise confirms the need for its comprehensive assessment to identify possible reserves for improving the main indicators of its economic activity.

Conclusions on the first chapter

In the first chapter of this graduation project, we have given a variety of definitions that reveal the essence of the competitiveness of a commercial enterprise.

Also, the types of competitive strategies of the enterprise, which provide long-term competitive advantages of the enterprise, were considered in detail.

In the literature, there are three main three main competitive strategies:

The desire to have the lowest distribution costs in the industry (strategy of a leading role in the field of production costs);

Search for ways to differentiate manufactured products from competitors' products (differentiation strategy);

Focusing on a narrow part, rather than the entire market (focus or niche strategy).

The management of each enterprise independently, based on the strengths and weaknesses, opportunities and threats of the enterprise, decides to adhere to a particular strategy.

Also in this chapter, the most well-known methods for assessing the competitiveness of an enterprise and a product were briefly considered.

MINISTRY OF EDUCATION AND SCIENCE OF THE RUSSIAN FEDERATION

FEDERAL AGENCY FOR EDUCATION

PACIFIC STATE ECONOMIC UNIVERSITY

Department of Marketing

COURSE WORK

discipline Fundamentals of Marketing

ASSESSMENT OF THE COMPETITIVENESS OF THE FIRM

INTRODUCTION

Changes in the conditions of production activity in connection with the transition to the market, as well as a number of special factors inherent in the current situation in Russia - the lack of significant progress in the development of the economy, the constant decline in the effective demand of the population, fierce competition in the domestic market, an unstable raw material base requirements for organizational and managerial relations at Russian enterprises.

Stabilization and growth of production in all sectors of the economy, and above all in industry, is one of the most important conditions for the economic revival of the country. At the same time, in a market economy, growth is needed not for any production, but only for competitive production. Competitiveness in commodity markets has become the basis of the country's security.

The transformation of Russia into an open economic system, fairly free access to its markets for foreign competitors, attempts by domestic producers to gain stable positions in the world market require a comprehensive analysis of the problems associated with increasing the competitiveness of both entire industries and individual enterprises and products. That is why the development of the theory and practice of ensuring competitiveness is of great not only theoretical, but also practical importance.

The purpose of this course work is to collect the necessary knowledge in the field of formation and assessment of the competitiveness of the company, as well as the acquisition of research skills.

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

Consider different definitions of competitiveness;

determine the role of competitiveness in the marketing activities of organizations;

· to consider the factors of competitiveness of enterprises;

· conduct a comparative analysis of methods for assessing competitiveness;

Consider different competitive strategies

· analyze the competitive position of domestic and foreign firms.

The object of the study is the competitive position of Russian and foreign enterprises, the subject of the study is the optimization of the organization and functioning of the marketing services of the enterprise.

This course work will help in the formation of knowledge in the field of competitiveness of enterprises, as well as the acquisition of practical skills for assessing the competitiveness of firms and choosing a competitive strategy.

1. THEORETICAL FOUNDATIONS FOR ASSESSING THE COMPETITIVENESS OF A FIRM

1.1. The concept of the competitiveness of the company and its role in marketing activities

The issue of competitiveness is modern world unique character. Much depends on how successfully it is solved in the economic life of any country, company, and practically any consumer.

M. Porter in the book "International Competition" notes that competition is a dynamic and evolving process, a constantly changing landscape on which new products, new marketing methods, new production processes and new market segments appear.

Depending on the economic object of application, the competitiveness of products, enterprises, industries, and the national economy is distinguished. These categories are united by the ability of the object under study to perform its functions in market conditions no less efficiently than competitors.

Consider the category "competitiveness of the enterprise". There are many definitions of enterprise competitiveness. Some of them are the most complete, others are too narrow. In a broad sense, a competitive enterprise is one that, by operating in open markets, is able to long time stay profitable."

I.V. Lipsitz understands the competitiveness of an enterprise as “the ability to win competition in the market with goods manufactured by other firms, due to a better compliance with the requirements or financial capabilities of buyers”.

Yu.B. Ivanov interprets the competitiveness of an enterprise as the level of its competence in relation to other competing enterprises in terms of such parameters as technology, practical skills and knowledge of personnel, the level of strategic and ongoing planning, quality (management systems, production, products), communications . But the author does not take into account the competitive properties of the goods sold.

In the definition of the competitiveness of an enterprise, proposed by V.K. Markov, the interests of consumers and the manufacturing enterprise are taken into account: “The competitiveness of an enterprise is the ability to the greatest extent, in terms of price and quality, to satisfy the relevant and form the future needs of consumers in this market, while ensuring its own development through the use of competitive advantages” .

H. McKay, B Karloff understand the competitiveness of an enterprise as “the ability to provide better offers compared to a competing company” . This definition is too general and does not reflect the efficiency of the manufacturer's production activities.

A.A. Radin considers the competitiveness of an enterprise as the ability of an enterprise not only to quickly respond to changes in the external and internal environment in a given market, but also to form, anticipate changes in its potential needs and challenges, providing synergy of the internal, external and logistical environment.

Some authors define the competitiveness of an enterprise by analogy with the competitiveness of products: “the competitiveness of a manufacturer (firm) is a relative characteristic that reflects the differences in the development process of a given manufacturer from a competitor manufacturer, both in terms of the degree of satisfaction with its goods or services of competitive social needs, and in terms of the efficiency of production activities ". The disadvantage of this definition is that it does not pay attention to the market activities of competing enterprises.

V.A. Moshnov considers the competitiveness of an enterprise as its ability to create products that can be sold on the market in conditions of free competition.

L.V. Tselikova defines the competitiveness of an enterprise in terms of two components - market and resource: “The competitiveness of an enterprise is a complex economic characteristic subject of research for a certain period of time in a particular market, reflecting the level of its superiority in relation to its real competitors in two components - market and resource" .

The most complete definitions of the competitiveness of an enterprise are given in the works of N. S. Yashin, M.G. Dolinskaya and I.A. Solovyov.

N.S. Yashin considers the competitiveness of an enterprise "as a combination, on the one hand, of the characteristics of the enterprise itself, determined by the level of use of its scientific, technical, production, personnel potential, the potential of marketing services implemented in the process of reproduction, and, on the other hand, external to it socio-economic and organizational factors (legislative framework for activities, financial and credit, tax policy; type and size of the market; characteristics of competitors; features of influence public organizations and political parties, etc.), which allow the enterprise to create products that are more attractive to consumers than those of competitors in terms of price and non-price characteristics. This definition takes into account 1) the competitiveness of products manufactured at the enterprise; 2) the ability of the enterprise to produce and sell such products; 3) availability of potential for product improvement; 4) the capabilities of competing enterprises.

Scientific and technical, industrial, financial, personnel and other potential in the economic literature are united by the concept of "strategic potential". In the studies of V.V. Boikova introduced the concept of the competitive potential of an enterprise as “a relative characteristic of an enterprise that reflects its used opportunities in the field of competition and is determined by comparing the strategic potential of competing enterprises”. Thus, the competitiveness of products and competitive potential are two of the most important components of the competitiveness of the enterprise.

The competitiveness of products and the competitiveness of the manufacturing enterprise are correlated as part and whole. The ability of an enterprise to compete in a particular market depends on the competitiveness of products and the totality of socio-economic and organizational factors and methods of the enterprise.

Having a close conditionality, the categories "competitiveness of products" and "competitiveness of the enterprise" differ in their essence:

are determined and applicable to different time periods: the competitiveness of products is determined in any short period of time, and the competitiveness of an enterprise is applicable to a fairly long period of time;

The competitiveness of an enterprise depends on the level of competitiveness of the entire range of products and the efficiency of each type of activity;

The competitiveness of products is necessary condition competitiveness of the enterprise, but insufficient. For example, achieving the competitiveness of products by reducing prices to a level that covers production costs will lead to a deterioration in the competitiveness of the enterprise.

That is, in its economic essence, the competitiveness of an enterprise is a broader category than the competitiveness of products.

Still not developed unified approach, linking into a single system the concept of competitiveness of various subjects of competition, features of competitive fields of different levels.

The level of competitiveness of the industry, enterprise and products depends on a number of factors, which are discussed in the next section of the chapter.

1.2. Enterprise competitiveness factors

Consider the factors of enterprise competitiveness.

Any average enterprise includes several types of activities: 1) general management and organization of labor; 2) financial management; 3) production; 4) marketing and sales; 5) research and development work (R&D). The effectiveness of these activities determines the ability of the enterprise to produce competitive products.

Factors affecting the competitive potential of the enterprise are presented in Figure 1.1.

I.N. Gerchikova proposes to classify the competitiveness factors of an enterprise depending on the intended purpose of the created labor product.

For enterprises that create consumer goods, the author highlights:

commercial terms (loans, discounts, barter);

Rice. 1.1. Factors affecting the competitive potential of the enterprise

organization of a sales network (accommodation, accessibility, exhibitions, fairs, advertising);

organization of maintenance (volume of services, terms, cost);

Consumer representation of the company (reputation, trademark);

The impact of market trends on the firm's position in the market.

Such a classification of the factors of competitiveness of an enterprise is incomplete, because. does not affect the factors of production at all, and it is more suitable for commercial enterprises than for production enterprises.

The well-known researcher in the field of competitiveness M. Porter, on the contrary, directly connects the factors of the competitiveness of an enterprise with the factors of production. He presents all the factors that determine the competitive advantages of an enterprise in the industry in the form of several large groups(Fig. 1.2).

Rice. 1.2. Enterprise competitiveness factors (according to M. Porter)

All factors M. Porter proposes to divide into several types. First, on the main and developed.

The main ones are: natural resources, climatic conditions, geographic location, unskilled and semi-skilled labor, debit capital.

To the developed ones: a modern information exchange infrastructure, highly qualified personnel, university research departments dealing with complex, high-tech disciplines.

The advantage created by the main factors is unstable and of particular importance mainly for the extractive and related sectors of agriculture and forestry.

Developed factors have a more significant impact on increasing the competitiveness of an enterprise. To create developed factors, highly qualified personnel and high technologies are needed.

The high competitiveness of many enterprises in the world market is directly related to a strong scientific base and highly qualified specialists.

It is illogical to call “basic” factors that provide advantages in the early stages, and moreover, quickly lost advantages. In the works of IMEMO RAS researchers, the same gradation is used, but with a more successful formulation: basic (resource) factors and technological ones.

Another principle of dividing competitiveness factors is the degree of specialization. All factors are divided into general and specialized.

Common factors tend to exist in a significant number of countries, so they provide a limited competitive advantage.

In contrast, specialized factors form the long-term basis for competitiveness.

Thus, the competitive advantage achieved on the basis of basic and general factors is a lower-order advantage that is short-lived and unstable. And the competitiveness achieved by using developed and specialized factors has a long-term character. As a rule, specialized and developed factors are directly formed by the enterprises themselves. they know the situation better than others and know more than others what they need at the moment to ensure a competitive advantage.

The successful operation of any enterprise in the market depends both on its internal capabilities and on the ability to interact with the environment.

Classical structure of the factor system environment, developed by M. Porter, is called "national rhombus". In accordance with this structure, the level of competitiveness of an enterprise is influenced by 6 interrelated groups of factors (“determinants”). Four of them are sectoral in nature and determine the characteristics of competition in the industry, while the “case” and “government” groups act as circumstances external to the industries and influence the overall economic situation (Fig. 1.3)

Rice. 1.3. Determinants of the competitive advantage of an enterprise (according to M. Porter)

External factors of the competitiveness of the enterprise are not influenced by it, but require mandatory consideration in the competitive strategy of the enterprise. Particular attention should be paid to industry factors (the level of competition in the industry, intra-industry structures; features of the competitive strategy of competing enterprises), since they influence the conditions of competition, the priority of factors of competitiveness of products.

The classification of competitiveness factors into internal and external is applied to the work of the domestic economist N.S. Yashin. This classification is the most complete and optimal, although it has many common moments with the previous ones.

TO internal factors that ensures the competitiveness of the enterprise, the researcher relates the potential of marketing services, financial and economic, personnel, ecological potential; advertising effectiveness; The level of logistics, storage, packaging, transportation; the level of preparation and development of production processes; efficiency of production control, testing and surveys; the level of provision of commissioning and installation works; the level of maintenance in the post-production period; service, warranty service. Those. the researcher refers to internal factors the potential capabilities of the enterprise itself to ensure its own competitiveness.

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

Secondly, Yashin's external factors of competitiveness are the main characteristics of the market for the products of this enterprise; its type and capacity; presence and possibilities of competitors; security, composition and structure of the labor resources of the enterprise.

To the third group external factors the researcher relates the activities of public and state institutions.

The fourth group includes the activities of political parties, movements, blocs, etc., which form the socio-political situation in the country. All these factors can both increase and decrease the competitiveness of the enterprise. But the presence of factors alone is not enough to ensure competitiveness. Achieving competitive advantage depends on how competitive factors are used and where they are applied.

Competitiveness factors are an important component in assessing an enterprise using various methods. The next section is devoted to the analysis of competitiveness methods.

1.3. Methods for assessing the competitiveness of a company

In the economic literature, there are many methods for assessing the competitiveness of an enterprise. All of them can be reduced to 6 approaches (Fig. 1.4).

Rice. 1.4. Methods for assessing the competitiveness of an enterprise

Each of these approaches has its own advantages and disadvantages and is applicable within certain limits depending on the object of study. Moreover, some approaches have conditional boundaries and, within certain limits, repeat other approaches.

The classic approach to explaining competitiveness is the idea of ​​comparative advantage. Adam Smith came up with the formulation of absolute advantage, according to which a country exports a good if the costs are lower than in other countries. David Recardo developed this formulation into the concept of comparative advantage, according to which market forces will direct a country's resources to where they can be most productively applied. The ideas on which to build a theory of comparative advantage based on factors were relevant in the 18th and 19th centuries, when production was labor-intensive and less knowledge-intensive, and trade largely reflected the difference between producers in natural resources, capital, and economic growth. It is currently believed that this theory can be used to explain general trends in the structure of trade. The disadvantage of this theory is that it does not take into account the scale of the economy. different countries and differentiation of goods by markets, and also assumes that the production technology is the same everywhere and the combination of available factors in the country is rigidly fixed. In addition, the theory denies the movement of factors such as skilled labor and capital from country to country.

The use of the theory of comparative advantage in practice takes the form of material models, on the basis of which assumptions are made about the structure of trade and the impact of changes in parameters on it. These models are based on assumptions that are very far from real competition: of all factors of production, only labor and capital are often considered, goods produced in all countries are considered identical, and the production process and productivity are constant.

In many industries, the theory of comparative advantage no longer provides a sufficient explanation for the structure of trade, especially in high-tech knowledge-intensive industries.

Currently, the approach to assessing the competitiveness of an enterprise from the standpoint of comparative advantages suggests determining the list of factors affecting the competitiveness of an enterprise, then determining the indicators by which the influence of each factor is established. The difficulty lies in defining indicators. Obviously, the composition of indicators will vary depending on the industry characteristics of enterprises. An increase in the number of studied indicators increases the reliability of the result, on the other hand, the statistical error also increases. The assessment of the competitiveness of enterprises is most often carried out by comparative analysis of competing enterprises according to established indicators.

M. Porter determines the position of the company by its competitive advantages, which are divided into two main types:

Lower prices

product differentiation.

Low costs reflect a firm's ability to develop, produce, and sell a comparable product at a lower cost than its competitors. Selling goods at such a price as competitors, the company makes a big profit.

Differentiation is the ability to provide the customer with a unique and greater value in the form of a new product quality, special consumer properties or after-sales service. Differentiation allows the firm to dictate high prices, which, at equal costs with competitors, gives a large profit.

J.-J. Lamben divides competitive advantages into two groups: external and internal.

External benefits include benefits based on the distinctive qualities of the product, which create value for the buyer due to either cost reduction or efficiency improvement.

Competitive advantage is intrinsic if it is based on a firm's superiority in terms of production costs, firm management or product, which allows it to achieve a cost price lower than that of a competitor.

The main disadvantage of this method is the incompatibility of the two types of competitive advantage, since different origin and nature.

Whereas the current Russian accounting system and statistical reporting not adapted to the global accounting system, it is not always possible to make a qualitative assessment of the competitiveness of domestic enterprises in comparison with foreign competing enterprises.

Domestic economists are making attempts to develop a system of indicators to assess the competitiveness of enterprises.

Gerchikova I.N. proposes to assess the competitiveness of enterprises according to such indicators as:

The need for capital investments, actual and for the future, both in general and in terms of certain types products and specific markets;

The range of competitive products, their volume and cost (“product differentiation”);

a set of markets or their segments for each product (“market differentiation”);

The need for funds to generate demand and stimulate sales;

a list of measures and techniques by which a company can provide itself with an advantage in the market: creating a favorable image of the company among buyers, producing high-quality and reliable products, constantly updating products based on their own developments and inventions secured by patent protection, conscientious and clear fulfillment of obligations under transactions regarding the timing of deliveries and services.

It is proposed to use the coefficients of current liquidity and provision with own funds as estimated indicators.

M.N. Melnikova has developed her own formula for assessing the competitiveness of an enterprise, which reflects the indicators offered for evaluation:

where K is a complex indicator of the competitiveness of an enterprise; Iп, Iпк - a generalizing indicator of the competitiveness of the enterprise and competitor being assessed accordingly; Ik, Ikk - the index of product quality of the evaluated enterprise and competitor, respectively; Iр, Iк – index of the market share of the evaluated enterprise and competitor respectively; Ii, Iik - image; Ifs, Ifsk - financial condition; Isk, Iskk - quality systems; Icc, Isc - service services; Ir, Irk - advertisements; Ids, Idsk - business cooperation; Iis, Iisk - information system index.

The disadvantages of the proposed method include subjectivism, because part of the indicators will be determined by the expert method by scoring on a scale.

Most complete system indicators of the competitiveness of the enterprise, showing how internal state enterprise, as well as the degree of adequacy of its actions to the conditions of the functioning of the market, is presented in the studies of S.N. Yashin. These are indicators that characterize:

the ability of the enterprise to take into account the specifics of the market situation and the impact of the state;

· financial and economic potential of the enterprise;

organizational potential of the enterprise; indicators characterizing the production and technical potential of the enterprise;

Efficiency of the use of human labor.

Of course, the presented nomenclature of indicators of the competitiveness of an enterprise is not perfect, and when applied to a particular enterprise, this nomenclature can be changed: supplemented with other indicators, or some indicators may be omitted.

An independent line of research is the methods for assessing the competitiveness of an enterprise, based on the theory of equilibrium between the firm and the industry of A. Marshall and the theory of factors of production. Equilibrium is understood as such a state when the entrepreneur does not have an incentive to move to another state, i.e. changes in the volume of production. In conditions of producer equilibrium - when the maximum possible volume of output and sale of goods is reached with the same nature of demand and the level of development of technology in a given market - each of the factors of production is used with the same and at the same time the highest productivity. The criterion of competitiveness in this approach is the presence of such factors of production among producers that can be used with better productivity than other competitors.

Methods for assessing the competitiveness of an enterprise based on the theory of equilibrium have significant limitations in their application: firstly, the theory of producer equilibrium was developed to study the development processes of an industry in conditions of perfect competition; secondly, this method is based on a theory that assumes that the industry as a result of its development should come to a state of equilibrium. A separate group consists of methods for assessing the competitiveness of an enterprise based on the theory of effective competition put forward by the American economist J. B. Clark as opposed to the theory of A. Marshall. At the center of the theory of effective competition is the development of a criterion for the existing level of competition of the enterprise, sufficient for the existing level of competition of the enterprise, sufficient to maintain the efficiency of economic activity. An important characteristic This approach is the possibility of linking the competitiveness of the enterprise to certain time intervals. This allows us to consider the dynamics of real market processes as a function or, in any case, in conjunction with changes in the characteristics of competitiveness itself.

Approaches to assessing the competitiveness of an enterprise from the standpoint of product quality are independent group. This approach involves comparing the products of the analyzed manufacturer with similar products of a competitor. Comparison, as a rule, is carried out on the basis of a comparison of a number of parameters of the analyzed products. This approach to assessing the competitiveness of an enterprise is close in its content to assessing the competitiveness of products. The main condition for increasing the competitiveness of an enterprise in the framework of this approach is effective activity in the field of production technology, quality and marketing.

S.V. Tsvetkov:

,

where is the integral coefficient of the real competitiveness of the enterprise; - index of competitiveness of the i-th product in terms of consumer parameters; - competitiveness index of the i-th product in terms of economic parameters; - sales volume of the i-th product, rub. (i=1,2,3…,n).

Assess the competitiveness of the enterprise S.V. Tsvetkov suggests in terms of the ratio between real and potential competitiveness:

where is the coefficient of using the potential of the competitiveness of the enterprise.

The disadvantage of this technique is its isolation, isolation of the analysis of the competitiveness of the enterprise from the situation on the market, from other enterprises producing similar products. It does not take into account the organizational and social potential of the enterprise, does not assess the impact of the external environment (state policy, market features).

A separate group consists of matrix methods for assessing the competitiveness of enterprises, which consider the processes of competition in dynamics. This group of methods is based on the concept of the product and technology life cycle (four stages: introduction, growth, saturation and decline). At each stage, the manufacturer can sell the goods on one or another scale, which is objectively reflected in the occupied market share and in sales dynamics.

The most popular matrix models that can be used to assess the competitiveness of an enterprise are the Boston Advisory Group (BCG) matrix and the General Electric - McKinsey matrix.

The BCG matrix (Fig. 1.5) was developed in order to optimize the distribution of financial resources in differentiated corporations.

High Low

Market share vs. leading competitor

Rice. 1.5. Boston Advisory Group Matrix

This method allows you to match the positions of enterprises in the same portfolio in large corporations and ensure the correct combination of units that need capital for their growth, with enterprises that have excess capital. To determine the development prospects of each enterprise, one indicator is used - the growth in demand for the enterprise's products. It defines the vertical size of the matrix. The ratio of the market share owned by this enterprise and the market share owned by its main competitor is set horizontally. This ratio determines the comparative competitive position of the enterprise in the future.

BKG offers the following management solutions for corporations:

1) "stars" - enterprises with a high market share and high growth rates need to be protected and strengthened; with the advent of maturity, "stars" can turn into "cash cows";

2) "dogs" - the least efficient of the enterprises that are part of the corporation; they must be disposed of whenever possible, unless there are good reasons for keeping them;

3) for "cash cows" tight control of capital investments is necessary;

4) "wild cats" - the most promising enterprises, with effective management can be turned into "stars".

This is a simplified analytical method for assessing the competitiveness of the positions of enterprises in the same portfolio. The use of this method is limited: only in stable conditions of the enterprise and with sustainable growth rates.

The GE-McKinsey matrix can be applied in different competitive environments and for different phases of the product life cycle. In the matrix, the attractiveness of the sales market is set vertically, depending on social, political, economic and technological factors that affect the demand and profitability of products. The competitive status of the company is given horizontally, which is the result of the influence of three factors - the relative level of strategic investments, the competitive strategy of the enterprise and the mobilization capabilities of the enterprise.

The disadvantage of matrix methods is a simplified representation of the complex structure of the enterprise, as well as the lack of recommendations for achieving a new competitive status of the enterprise.

It is widely used to represent the integral indicator of the competitiveness of an enterprise by the sum of the form

,

where - private indicators of the competitiveness of individual aspects of the enterprise's activities with a total number N, and - the weight of individual factors in total amount.

I.U. Zulkarnaev and L.R. Ilyasova proposed a method for determining the integral competitiveness of an enterprise, which makes it possible to exclude expert assessments in determining weight indicators as a result of calculations based on available information about the activities of enterprises of the same industry group operating in similar conditions of the marketing environment. The integral competitiveness of an enterprise in relation to other enterprises is considered as the ability to occupy a certain share of the market and products and the ability to increase (decrease) this share. An algorithm for determining weighty coefficients is proposed.

,

where is the market share owned by the enterprise; - indicators of the competitiveness of individual resources of the enterprise; - weightiness.

This technique allows calculating the indicator of integral competitiveness for enterprises that are not currently present in the target market, but their penetration is planned.

1.4 Competitive strategies

There are many developments on the formation of organizational strategies. In every source on marketing or management this question is considered. Some of them are discussed below.

Depending on the number of business areas and the level of specialization of the organization, P.V. Zabelin and N.K. Moiseev offer the following classification competition strategies:

1. Global strategies:

minimization of costs;

· focusing;

· differentiation;

innovations;

· rapid response.

2. Corporate strategies implemented in several business areas:

related diversification;

unrelated diversification;

capital withdrawal and liquidation;

change of course, restructuring, survival;

international diversification.

3. Functional strategies:

offensive and defensive;

vertical integration;

For industry leaders

For ordinary industry organizations;

For weak organizations

competition for various stages life cycle of objects.

Strategies are also classified according to the degree of coverage of the commodity market and adaptation to it into violet (power), patient (niche), commutative (adaptive) and explerent (pioneer).

M.I. Kruglov gives the features of these strategies (Table 1.1).

Table 1.1

Strategies and factors of competition in the commodity market

End of table 1.1