Development of a competitive strategy for the organization. Development of a competitive strategy for a trading enterprise on the example of baltterm llc

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Chapter 1. Theoretical foundations of developing an enterprise competition strategy

1.1. The essence and types of competition strategies

Competition - (from Lat. Concurrere - to collide) - the struggle of independent economic entities for limited economic resources. It is an economic process of interaction, interconnection and struggle between companies entering the market in order to provide the best marketing opportunities for their products, meeting the diverse needs of customers.

In the marketing system, a company operating in the market is considered not by itself, but taking into account the entire set of relations and information flows connecting it with other market participants. The conditions of the environment in which the firm operates are commonly referred to as the marketing environment of the firm. F. Kotler defined the marketing environment of a firm as follows: The marketing environment of a firm is a set of active actors and forces acting outside the firm and affecting the ability of the marketing management to establish and maintain relationships of successful cooperation with target customers.

A strategy is a long-term action aimed at achieving the set objectives. Implementation of the strategy is a set of actions that contribute to the increase of business activity in the organizational and financial spheres, the development of the company's policy, the creation of a corporate culture and staff motivation, the management of everything that is aimed at achieving the intended results.

Competition strategy is a set of specific steps and approaches that a firm takes or is about to take in order to successfully compete in a given industry.

For the first time, business faced the problem of strategic planning in the context of the 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 during such periods, as never before, it becomes obvious where huge resources were wasted, which will never give the expected effect. Then the competitive struggle intensifies to the limit, the winner from which is the one who will be able to achieve great competitive advantages - not advantages over competitors, but advantages in relation to the consumer.

Competitive advantage - the assets and other merits of a firm that give it an edge over its competitors. Competitive advantages must ensure brand uniqueness and meet 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.

The conquest and preservation of competitive advantages is, as you know, the key function of the strategic management of an enterprise. It is especially important to achieve advantages in saturated markets, where demand is met by many suppliers.

According to the researcher of competition F. Kotler, a firm can play one of four roles in a competitive struggle. Marketing strategy is determined by the position of the company in the market, whether it is a leader, contender, follower, or occupies a certain niche:

1. The leader (market share of about 40%) feels confident.

2. Contender for leadership (about 30% market share). Such a company aggressively attacks the leader and other competitors. As part of special strategies, an applicant can use the following attack options:

· "Frontal attack" - 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 territory of the market.

· "Bypass" - a transition to the production of fundamentally new goods, the development of new markets.

· "Gorilla attack" - small impetuous attacks not entirely correct methods.

3. Follower - (20% share) a company that strives to maintain its market share and get around all the breaks. However, even followers must adhere to strategies aimed at maintaining and increasing market share. The follower can play the role of a copycat or a doppelganger.

4. Entrenched in a market niche - (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 particular competitive advantages, except that large firms do not see them as competitors and do not "pressurize" them.

The task of 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 analysis of competition is an important part of strategy formulation.

M. Porter identified five forces of competition that determine the level of profit in the industry. This is:

Penetration of new competitors;

The threat of appearance on the market of substitute goods produced using a different technology;

Buyers' opportunities;

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 the industry and determine its attractiveness. The goal of a competitive strategy is to change these rules in favor of your company. Competition rules can be represented as the five forces of competition shown in the figure

Rivalry, according to Porter, arises when one or more competitors are experiencing difficulties or see opportunities to improve their position. The intensity of competition can range from polite gentlemanly uniforms to the most violent throat-cutting techniques.

Porter notes a number of the following factors that determine the intensity of competition:

1. a large number of competitors or the approximate equality of their forces;

2. slow growth of the industry;

3. high level of fixed costs in the form of overheads or the cost of inventories;

4. no differentiation (no conversion costs);

5. a quantitative leap in capacities;

6. various kinds of competitors;

7. high strategic importance;

8. high exit barriers.

By general strategies, Porter means strategies that have universal applicability or are derived from some basic postulates. In his book "Competition Strategy" M. Porter presents three types of general strategies aimed at increasing the competitive advantage of the company. A company that wants to create a competitive advantage for itself must make a strategic choice so as not to “lose its face”.

There are three basic strategies for this:

· Leadership in reducing costs;

· Differentiation;

· Focusing (special attention).

To satisfy the first condition, the company must keep costs lower than those of its competitors.

To differentiate, it must be able to offer something unique in its own way.

Cost leadership is perhaps the most prominent of all three general strategies. It means that the company strives to become a low-cost manufacturer. The company has a wide variety of supplies and services to many segments of the industry. This scale is often the key to cost-cutting leadership. The nature of these benefits 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 taken the lead in cost cutting cannot afford to ignore the principles of differentiation. If consumers do not find products comparable to competitors' products or acceptable, the leader will have to discount prices in order to weaken their competitors and lose their leadership in the process. Porter concludes that a cost-cutting leader in product differentiation must be on par with, or at least close to, competitors.

Differentiation, according to Porter, means that a company strives for uniqueness in some aspect that is considered an important large number of customers. She chooses 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 consists in focusing efforts on any aspect of the activity. It differs radically from the previous two and is based on the choice of a narrow area of competition within the industry.

The point of focus is to select a segment of your industry market and serve it better and more efficiently with your strategy than your competitors. By optimizing its strategy for the selected target group, the company that has chosen this course tries to achieve a competitive advantage in relation to the selected group.

Let us also consider the types of strategies for the behavior 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 describe in sufficient detail and reasonably the strategies of firms. They identify the following strategies: offensive, defensive and vertical integration strategies.

1. Offensive strategies to maintain a competitive advantage. Competitive advantage is usually achieved through the use of a creative, offensive strategy that is difficult for competitors to resist. There are six main types of offensive strategy:

Actions to counter or surpass the strengths of a competitor;

Actions aimed at exploiting the weaknesses of a competitor;

Simultaneous offensive on several fronts;

Capturing unallocated spaces;

Guerrilla warfare;

Preemptive strikes.

2. Defensive strategies to protect competitive advantage aim to maintain market position, reduce the risk of being attacked, tolerate a competitor's attack with less loss, and pressure challengers to reorient themselves against other competitors.

A good defensive strategy assumes the ability to quickly adapt to the changing situation in the industry and, if possible, proactively block or prevent attackers from blocking the actions of competitors.

The second approach to defensive strategy is to inform competitors that their actions will not go unanswered and that the firm is ready to attack. The purpose of such signals is to discourage the initiation of attacking actions (since the expected results of challenging competitors may be significantly lower than the costs incurred) or, to reorient them to less defended targets.

Another way to counter the offensive actions of competitors is to try to reduce the profit that attracts them and encourages them to take offensive actions. When the profitability of a firm or industry is very high, it lures a large number of firms and encourages offensive action, even if the barriers to entry are high and the defenses are strong. In this situation, the firm can protect itself from competitors, especially from new companies, by abandoning short-term profits and using accounting mechanisms that allow showing relatively low returns.

3. Strategy of vertical integration. The essence of this strategy is that firms can expand their activities towards suppliers (back) or towards the consumer (forward). A firm building a new facility to manufacture input components that were previously purchased from suppliers will undoubtedly remain in the same industry as before.

1.2. Rationale for the choice of a competition strategy

An enterprise's individual competition strategy is a set of methods, techniques and measures aimed at strengthening the competitive position of an organization, 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 strategy of competition lies in the fact that the modern market economy is competitive in nature. The ability 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, calculations to assess the competitiveness of services or goods is aimed at identifying competitive advantages and vulnerable positions.

The most profitable strategies for ZAO "PPRZ" are the strategies of market expansion and diversification according to M. Porter. An individual (private) competitive strategy reflects both specific ways of implementing the selected typical competitive strategy, depending on the capabilities of the organization, and decisions about behavior in relation to the main competitors.

The challenge is to maintain and develop your competitive edge.

For this, a business (competitive) strategy should be formed for each strategic business unit. To solve this problem, the competitive strategy model of M. Porter can be used.

For the search and implementation of strategic positioning, this model provides for a combination of the following three criteria:

Mainly in terms of costs;

Commodity differentiation;

Concentration on the markets.

As a result, five basic positions and the corresponding competitive strategies are in principle possible.

Let's consider the features of these strategies:

The transport cost leadership strategy implies a reduction in the total production costs of transport services, which attracts a large number of consumers;

The strategy of wide differentiation is aimed at imparting specific characteristics to services or goods that distinguish them from the services of competing organizations, which attracts a large number of consumers (clients);

The optimal transport cost strategy is focused on providing consumers with more value for the same money through a combination of low costs and wide differentiation of services or goods, which is a difficult task and therefore is an unsustainable and transitional strategy;

Focused low cost strategy is based on low costs and is focused on 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 the differentiation of services or goods that best meets the requirements of a narrow market segment.

These strategies create their competitive advantages, while each strategy requires the availability of the necessary economic resources, certain skills and 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, segmenting the market and choosing a market niche, introducing innovations, focusing on market needs.

When developing a competitive strategy, it should be borne in mind 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 volatile and can easily be lost either due to rising prices and wages, or because these cheap production resources can be used by competitors in the same way. In other words, low-order benefits are low-resilience benefits that fail to provide a long-term advantage over competitors.

The advantages of a high order are: unique transport services, a unique technology for the transportation of goods, an optimal marketing structure, the organization of the production of transport services, a 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 competitors will have to either develop similar equipment, acquire new rolling stock, or come up with something better to destroy such an advantage. All of these options are not cheap and take a long time to implement.

The most valuable competitive advantage is a good reputation of the organization, which is achieved with great difficulty, slowly and requires a large cost to maintain it.

The type of strategy chosen depends on the position that the organization occupies in the market and on the nature of its actions.

Along with the strategy of ensuring competitiveness, it is necessary to develop tactics and methods of conducting a competitive struggle that will be used, as well as to outline measures aimed at improving its competitive position.

The development of a competitive strategy requires the appropriate formation of the entire marketing complex, since there is a certain, although not rigid, connection between the competitive strategy model and the instrumental strategies of the marketing complex.

An essential point affecting 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 a strategic efficiency criterion 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 measures that make up the marketing complex will improve the following basic elements of the competitiveness of transport services: the list of transport services offered, the quality of transport services produced, and the availability of services provided.

An effective quality strategy creates a stable 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 results of the chapter, we note that at the present stage of economic development, the goals and methods of competitive struggle are changing, there are changes in the behavior of business entities associated with adaptations to the changing conditions of the competitive environment, all this determines the importance of the presence of a competitive strategy as the main factor in CJSC PPRZ success in the competition.

Chapter 2. Analysis of enterprise competition (on the example of ZAO "PPRZ")

2.1. Brief description of JSC "PPRZ"

Brand Name Enterprise: full - Closed Joint Stock Company "Perm Spring and Spring Plant"

abbreviated - JSC "PPRZ"

Legal address: 614014, g ... Perm, 1905 Goda Street, 35

Date of state registration - 07/20/2000 year

JSC "PPRZ" is one of the largest manufacturers of spring and spring products for various industries in Russia and the CIS countries.

The enterprise is a legal entity, has a firm name containing an indication of the organizational and legal form, the owner of its property and the nature of the enterprise's activities, enshrined in the right of economic management. The company has a separate property, an independent balance sheet, a bank account, a round seal with its name, a stamp, letterheads, a trademark (service mark). An enterprise can, on its own behalf, acquire and exercise property and personal rights, bear obligations, be a plaintiff and defendant in court, arbitration and arbitration courts.

The enterprise carries out its activities in accordance with the legislation in force on the territory of the Russian Federation, acts of the local government, as well as the Charter.

The enterprise is responsible for its obligations with all property belonging to it. The founder is not responsible for the obligations of the company, except for the cases provided for by the current legislation, and the Company is not responsible for the obligations of the founder.

The enterprise was founded in 1994 on the basis of a specialized workshop No. 38 of Motovilikhinskiye Zavody OJSC. At present, ZAO "PPRZ" includes - shop 38 and shop 35.

The main specialization of Shop 38 is the serial production of spring products for cars and light trucks.

Workshop 35 specializes in small-scale production of helical, plate and Belleville springs, retaining rings and spring parts for various industries.

Production and technological capabilities of the enterprise.

Shop No. 38 was put into operation in 1969 to provide spring products for the assembly line of the Izhevsk Automobile Plant.

The shop has 3 conveyor lines for the serial production of springs and springs for cars, including:

Automatic line for winding springs of the American-Italian company "Gogan-Holcroft", launched in 1980;

Spring winding line manufactured by Azov Plant of Forging and Pressing Automatic Machines (Azov), was put into operation in 2002.

Line for the production of springs for cars.

Currently, there are only two lines - 1 for the production of springs and 1 - for the production of springs, Azovskaya Line is mothballed. Now the Azovskaya Line is being modernized for the production of springs for railway rolling stock.

Shop 38 produces springs and springs for Volga, Zhiguli, IZH (Moskvich), UAZ vehicles, as well as for special equipment - electric forklifts and PAUS mine bogies.

The production capacity of workshop 38 for the production of springs for cars is 500 thousand pieces. per year, capacity for the production of springs - 250 thousand pieces / year. The actual utilization of production capacities in terms of spring production is 25%, in terms of spring production - 40-50%. Low production load is associated with a decrease in demand for products from Russian car manufacturers and increased competition in the market. But, perhaps, this problem will be solved soon. at the moment, negotiations are underway for the supply of spring-spring products with such large concerns as HYUNDAI, RENAULT and UZ-DAEWOO.

Product quality:

The produced spring and spring products for automobiles are certified in the GOST R systems and have the ROSS certificate of conformity. NS. MT25. B 06138 No. 6218520 (the validity period of the certificate is from 07/27/2004 to 07/27/2010).

The main constraining factors for the further increase in production volumes in workshop 35 are;

Outdated equipment (70-80s of production) and a high percentage of its wear (70-80%);

Small batch of ordered parts

Lack of a certificate for the production of springs for railway transport.

Insufficient number of specialists in the repair and maintenance of machine tools (locksmiths and toolmakers), which leads to equipment downtime.

The main goals of creating an Enterprise are: satisfaction of social needs in the results of its activities and profit.

The company has the right to:

· On its own behalf, participate in economic turnover, enter into contractual and other obligations with legal entities and individuals;

· Plan and carry out their financial and economic activities;

· Sell their products, perform work and provide services at prices and tariffs set independently or on a contractual basis;

· To acquire, lease, accept for free use or on other terms any property for their own needs;

The enterprise is obliged to:

· To ensure safe working conditions for all workers;

· To carry out the production program developed in accordance with the established procedure;

· Carry out only those types of activities that are established by its Charter;

· Ensure the safety and proper use of the municipal property assigned to the Enterprise.

Organizational structure of management

Organizational structure of management of marketing and sales of products of JSC "PPRZ".

Marketing and sales and activities in ZAO "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 product sales management

The marketing and sales department consists of 4 people. The marketing and sales department performs 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 invoices by consumers of products;

Analysis of the shipment of products to customers (nomenclature, quantity, price);

Marketing and sales department, reporting directly to the deputy. Director of Sales, Marketing and MTO closely interacts with the Planning and Dispatching Department (PDO), the Financial and Economic Department and the Accounting Department.

Volumes of production and sales of products in JSC "PPRZ"

According to the results of 2008 and 3 months of 2009, the plan of production and sales of products in JSC "PPRZ" is being fulfilled. The volume of production at ZAO "PPRZ" in 2008 amounted to 91.4 million rubles, the volume of sales was 90.6 million rubles. The main income comes from sales of products to third-party organizations (96.1%). At the same time, its main part (64.5%) is due to the sale of automobile springs and springs, which bring about the same income.

In 2009 it is planned to receive 120.0 million rubles from sales. The company operates without loss, but the profitability of 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 - Volumes of production and sales in JSC "PPRZ"

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 in connection with the reduction in the production of domestic passenger cars in 2009, there is a tendency to reduce the 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 ZAO PPRZ. This is due to a decrease in the production of Moskvich cars at the Izh-Avto car plant, the main consumer of springs and springs, ZAO PPRZ.

The negative dynamics in the production of springs at the enterprise has been observed since 2008. Compared to 2008, the drop in the production of springs in 2009 was 60%. In 2009, the volume of production of springs in JSC "PPRZ" decreased by another 26%.

On 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 ZAO PPRZ products - a drop in sales of automobile springs and an increase in sales of springs.

In the structure of sales of products of 38 shops, the largest share is occupied by springs for Zhiguli cars (62-64%) and Moskvich cars (33-35%), for springs the predominant part (79-80%) goes to cars "Moskvich".

For shop 35, the volume of orders increased in 2009 from 2 to 4 million rubles per month. The demand for the products of 35 workshops and the number of customers is growing, and the production volumes are increasing accordingly.

The main income (about 50%) of the enterprise comes from the section of large springs supplied for metallurgical plants and the repair of railway rolling stock of Russian Railways (700-800 springs / month).

For a more complete picture of the company's activities and its position on the market of spring-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 dangers for the company from the market. Based on this analysis, you can develop strategies for further behavior to overcome hazards and strengthen the strengths of the company.

Table 2.2 - SWOT -analysis CJSC "PPRZ"

Strengths of the company

High quality of manufactured products;

Springs are produced for almost the entire range of domestic passenger cars;

Availability of a line for the release of railway springs

Weaknesses of the company

Insufficient funding of marketing programs;

In Perm, the springs "PPRZ" 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;

Target audience growth (railway transport);

Adherence to the chosen strategy and retention of competitive advantages. It is necessary to constantly meet the emerging market needs.

Increased marketing costs, especially for 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

Expansion of the range of services provided, i.e. invention of new methods of coating and packaging products;

Introducing new competitive advantages and maintaining old ones.

2.2. Analysis of the competitive position and competition strategies of JSC "PPRZ"

The most famous marketing model for describing competition in the market, used in domestic and foreign literature, is Porter's model of five forces of competition.

Let us consider the direction of activity of JSC "PPRZ" using the five-factor model of analysis of competition M. Porter (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, it is possible to distribute the forces listed above according to the degree of dominance.

The most important and influencing force of industry competition for ZAO “PPRZ” is the market power of consumers (60% of influence). Next in importance is competition among existing firms (30% 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 .

Let us consider each of them sequentially.

Strategy differentiation becomes attractive when consumer needs and preferences become diversified and can no longer be met by standard coil springs. In order for the differentiation strategy to be successful, JSC "PPRZ" periodically studies the needs and behavior of market consumers in order to know which products the buyers prefer, what they think about the quality of the products and what they are willing to pay for. In this regard, the range of products of JSC "PPRZ" contains springs and springs that differ in special qualities and content from competitors' products. It is due to this fact that ZAO PPRZ achieves a competitive advantage. For more and more buyers are becoming interested in the differentiated characteristics of the products offered by JSC "PPRZ".

It is usually a good idea to add distinctive features that are not costly, but aimed at better satisfying customer needs. For example, ZAO "PPRZ" should carry out packing of springs and springs, preventing damage and loss of consumer properties of the goods or carrying out free loading of the sold products. When pursuing a differentiation strategy, it is necessary to carefully monitor that unit costs do not significantly exceed the level of competitors, as this can lead to the fact that the prices of ZAO PPRZ will rise so much that buyers do not want to pay.

Due to the strategy for the inhabitants of niches, ZAO "PPRZ" 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, the regional Kama market has recognized leaders who have a large market share and usually outstrip other companies in terms of price changes, new product launches, coverage of the distribution area and sales promotion costs.

ZAO "PPRZ" is looking for opportunities and means to increase aggregate demand; seeks to further increase its market share, even if the market size remains unchanged; constant cost reduction must remain a strong point; protecting your current market share through defensive and offensive actions.

The strategic goal (development of new parts or production segmentation) is chosen depending on which of the competitors will be chosen by the company as a rival.

JSC "PPRZ" also adopts the experience of a leader, copies new technological steps and improves products and marketing programs, investing much less funds and can achieve a fairly significant level of profits.

CJSC "PPRZ", focusing on servicing market niches, try to find one or several such niches that would be reliable and profitable. The ideal market niche should be large enough to be profitable and have the potential for growth, otherwise there is a risk of not finding a buyer.

Through strategy segment concentration ZAO “PPRZ” directs its actions to a certain segment of the market. At the same time, the company can strive for leadership by saving on costs, or to differentiate the product, or to combine one or the other.

The competitor ZAO "PPRZ" Chusovskaya Zavod is constantly improving the quality of its products. To date, ChMP has certified more than 100 types of springs in the GOST R certification system. The springs of ChMP installed on Russian KamAZ trucks never let the drivers down during the Paris-Dakar transcontinental race. In the "Mosstroysertification" 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, JSC "PPRZ" concentrated on the production of springs of a different type, but of better quality, which made it possible to take a leading position in the regional market for the sale of this product.

In the event that demand falls due to the appearance of a product of a higher quality, JSC "PPRZ" uses a strategy of immediate response to market needs.

Unlike such enterprises, JSC "PPRZ", which implements strategy of immediate response to market needs, are aimed at the fastest possible satisfaction of emerging needs in various areas of business.

In October 1997, the management of ZAO "PPRZ" made a decision to create a quality system that meets the requirements of the ISO 9000 series.

The organizational structure, regulations on structural divisions and job descriptions were revised; new documents have been developed concerning all levels of production and management. The Quality Policy of ZAO "PPRZ" was adopted, the main task of which is to maximize the satisfaction of consumers' requirements for product quality. Accordingly, such an immediate response to market needs made it possible to reorganize and increase the quality of the goods in the shortest possible time. Sales are up.

At the plant, personnel were trained from the general director to the worker in order to ensure an understanding of the place and role of each 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 the 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 promptly respond to consumer preferences, QMS processes were developed, criteria for their effectiveness were determined, and procedures for their monitoring were developed. , the inputs and outputs of the interacting processes are coordinated. This allows you to streamline the interaction of all divisions of the plant.

In the future, ZAO "PPRZ" - the development and implementation of 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 constantly growing requirements of the consumer market and specific customers.

Consider the results of using competition strategies.

The position of the main participants in the Perm market (the companies "PPRZ", "ChMZ", "KTIAM", LLC "NPO" ROSTAR ") is shown in Fig. 2.3. The four leading manufacturing companies form one strategic group of competitors.

On the basis of open information and methods of comparative analysis, we calculated the analytical assessments of market dynamics and competitive positions of the main players in the market in value and real terms, modified by the author, which were used to construct a market map (Fig. 4) and assess the competitive positions of manufacturing companies (tab. 3).

0,25

Rice. 5. Market map: competitive positions of companies.

Table 2.3 - The role of the company in the market and changes in the competitive position of participants in the Perm market

The analysis shows that all companies are violets and adhere to a product differentiation strategy. Companies use a strategy of individual brands with a similar range, products of all companies are represented in each of the price segments of the market.

In general, it can be concluded that the companies in question have similar functional strategies. The competition process is carried out through corporate strategies and business-level strategies.

The proposed methodological approach makes it possible to identify the competitive strategies of market participants, to give a substantiated assessment of their comparative competitive position.

The complex nature of the competition strategy necessitates further improvement of the methodological approach to the formation of the competitive strategy of CJSC PPRZ in the industry market as market relations develop in the country.

Thus, a differentiation strategy is needed. It will allow ZAO PPRZ to:

· Set an increased price for the offered products;

· Increase sales (because a large number of buyers are attracted by the distinctive characteristics of the springs and springs);

· To gain customer loyalty to your brand (because some customers become very attached to the additional characteristics of the products, concerning, first of all, its quality).

Let us consider in the next chapter the directions of improving the competition strategy of ZAO “PPRZ”.

Chapter 3. Improving the competition strategy of CJSC "PPRZ"

To increase the economic efficiency of the enterprise and increase the market share, it is necessary:

1. Develop a strategic plan to reduce production costs in order to increase the competitiveness of products and achieve price superiority over competitors. Due to this, to enter new market segments and attract those consumers who are currently purchasing from competitors.

2. Establish strict control over direct and overhead costs in order to reduce the cost of production.

3. Ensure high and stable quality of the 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 of at least 25-30% is required.

5. Ways to achieve such growth include:

Localization of the project "supply of springs to the assembly line" Kia;

Start delivery to JSC AvtoVAZ. To increase the volume of production of Chevy-Niva and Lada Kalina, the capacity for the production of springs is beginning to decline, so soon AvtoVAZ will switch to external purchases of springs;

Due to the increase in cash turnover and the share of exported products, I consider it necessary to employ a highly qualified tax planner.

Analysis of supplies to the assembly line of various brands of vehicles manufactured in Russia and neighboring countries, for example, the production of Daewoo Nexia in Uzbekistan

The main strategies of JSC "PPRZ", which existed at the moment, are differentiation, niche, segment concentration, immediate response to market needs .

When performing the process of managing the competitiveness of ZAO "PPRZ", the following resources are required:

Qualified and competent personnel (CEO, Executive Director, Deputy CEO 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 ZAO "PPRZ" is a structured system of goals and indicators aimed at maintaining current and achieving better results in the 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 the main competitors or standards, a competitive strategy of the enterprise is developed. Thus, the outputs of the process of managing the competitiveness of ZAO "PPRZ" are: corrective actions; preventive actions; suggestions for improvement. The consumers of the competitiveness management process are managers of all levels and structural divisions of the enterprise.

In the course of the study, it was revealed that the most important functions of the process of managing the competitiveness of an enterprise are the identification of potential competitive advantages, an assessment of the competitiveness of an enterprise, as well as the development and implementation of its competitive strategy.

The stages of development and implementation of the competitive strategy of the enterprise are presented in Figure 3.1.

Rice. 5. Stages of development and implementation of the competitive strategy of the enterprise

When developing a competitive strategy, the main financial goals of the enterprise in the competitive struggle are to increase its productivity, reduce costs and increase sales. To achieve financial goals, the company's market goals were determined: increasing market share and ensuring better supply conditions. Internal goals are: reduction of production costs; improving the quality of production based on increasing efficiency and quality of procurement, increasing employee motivation, introducing advanced technologies and innovations; improving planning and financial management; improving the quality of customer service.

Thus, we can conclude that, in our opinion, the basic competitive strategy of CJSC "PPRZ", as for many enterprises, should be the strategy of increasing the productivity and quality of goods.

The proposed strategy is based primarily on reducing the cost of production. However, on the other hand, it focuses on the uniqueness of products, comprehensive service of a specific market segment, encourages the company to look for untapped sales markets, where there are no competitors, through the introduction of innovations, and also contributes to outstripping competitors by building a more mobile control system, since all of the listed types competitive advantage directly affects sales.

To systematize the strengths, weaknesses, opportunities and threats after the introduction of new strategies, a SWOT analysis was carried out. The data are shown in Table 3.

Strengths	Weaknesses
Quality software Having a strategic development plan and budget. Long-term contracts with suppliers. Constant interaction with corporate clients. Interaction with credit institutions. Availability of our own printed edition. A well-known brand in Perm. Availability of technological maps. Individual approach to work with large corporate clients	Weak management accounting. Lack of regulation of business processes. Incomplete workload of the staff. The speed of business development outstrips 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 the legislation in the field of tourist business. Increasing the income of the population. Availability of lending programs for the population. Favorable opportunities for opening additional offices in the Urals region. Exit from the market of small companies due to changes in legislation. The interest of large manufacturers in companies with a wide range of products. The presence of the needs of large corporate clients. Expansion of foreign economic relations of the Perm Territory. Availability of qualified personnel in the field of IT, management.	Changes in business legislation. Stronger chains enter the regional market. New companies entering the market. Market saturation, slowdown in growth rates; Negative growth and decline in growth rates.

So, the main condition for the development, preservation and strengthening of the brand of ZAO "PPRZ" 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 from the proposed measures.

The projected profit from the implementation of 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 is the number of years of periods;

P and - profit from sales in the original year, thousand rubles;

P s - the 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 - Dynamics of profit for 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 profit will grow by 2.4% annually, and the total growth by 2014 will be 11%, which characterizes the economic efficiency of the proposed measures.

Implementation of the proposed strategies will allow ZAO “PPRZ” to reduce risks.

As a result of studying the main trends and peculiarities of the development of ZAO "PPRZ", a set of specific features that distinguish the company from other companies in this regional market have been identified, including:

a) variety of offers, etc .;

b) elasticity in price, income, and time;

c) significant territorial disunity and mobility;

d) a high degree of substitution.

Based on the SWOT analysis method, the development matrix of CJSC "PPRZ" in modern conditions is built, which makes it possible to trace and assess the real socio-economic problems and dangers faced by the company, as well as to identify the strengths of CJSC "PPRZ" and promising opportunities, effective implementation which can become a tool for overcoming potential threats and the basis for successful positioning of ZAO "PPRZ" in the market, taking into account the prospects that have opened up.

At the present stage of market development, new trends are revealed that allow us to talk about improving the quality of the product in the 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 the functioning of enterprises.

For successful business it is necessary not only to be able to provide quality services, but also to know for which categories of clients they are intended. The quality of services largely depends on the style of doing business; forming, in turn, the image of CJSC "PPRZ".

Depending on the stages of the life cycle at which various products are located, the product strategy of the company is built.

The implementation and use of these strategies in JSC "PPRZ" will allow:

Create a unified system of accounting and control over the formation and movement of the product;

Reduce the time parameters for the promotion of material, financial and information flows;

Automate the processes of accounting and control of material, financial and information flows; reduce time and improve customer service of the product;

Reduce the number of maintenance personnel, reduce the volume of circulating documentation, significantly reduce the number of errors in accounting and reporting documents, etc.

Summing up, it should be noted that at present the following processes are taking place in the practice of JSC "PPRZ":

1. gradual increase in turnover,

Experience shows that in this market it is impossible to act in isolation.

4. detailed development of a marketing and logistics complex in order to influence decisions on the purchase of a product by potential customers of CJSC "PPRZ";

5. reducing the time and improving the level of customer service for the product;

6. Conducting strategic planning of activities to identify sales products in the market;

8. involvement of specialists in entering new segments of the national and international service markets, product positioning, marketing analysis, logistics support.

It should be emphasized that for ZAO “PPRZ”, 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's summarize the results of the study, making the following conclusions:

Competition is the struggle of independent economic entities for limited economic resources. It is an economic process of interaction, interconnection and struggle between companies entering the market in order to provide the best marketing opportunities for their products, meeting the diverse needs of customers.

The main strategies of JSC "PPRZ" that have existed at the moment are strategies of differentiation, niche, concentration on a segment, immediate response to market needs.

As a result of the analysis of the competitive position and competition strategy of CJSC “PPRZ”, it was determined that the most important and influencing force of industry competition for CJSC “PPRZ” is the market power of consumers (60% of influence). Next in importance is competition among existing firms (30% 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 to fight for the consumer.

A segmentation strategy is also needed - deepening the saturation of all consumer groups with offered goods and services, choosing the maximum depth of market demand, including its smallest shades.

At present, the following processes are taking place in the practice of JSC "PPRZ":

1. gradual increase in turnover,

2. the growth of competition and the strengthening of the role of other firms.

Experience shows that in this market it is impossible to act in isolation. To interact with competitors, it is recommended to create a strategic alliance, which provides for taking into account their economic interests, refusing to use measures of direct pressure in the competitive struggle.

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. organization of product positioning in order to consolidate a certain image, distinctive features of the product in the minds of consumers;

4. Conducting strategic planning of activities to identify sales products in the market;

The following directions of improvement of the competition strategy of CJSC “PPRZ” are proposed.

Localization of the project "supply of springs to the assembly line" Kia;

Deliveries to JSC AvtoVAZ. To increase the volume of production of Chevy-Niva and Lada Kalina, the capacity for the production of springs is beginning to decline, so soon AvtoVAZ will switch to external purchases of springs;

Search for large wholesale dealers in each of the regions of the country;

Conducting an aggressive marketing policy, improving the quality and effectiveness of advertising.

Analysis of deliveries to the assembly line of various brands of vehicles produced in Russia and neighboring countries, for example, the production of Daewoo Nexia in Uzbekistan.

Provided that ZAO "PPRZ" observes the above recommendations, the enterprise will be able to increase efficiency, reduce costs and enter new sales markets.

Bibliography

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Introduction

1. Analysis of the economic activity of LLC "Kontur"

1.1 General information about the company

1.2 Analysis of financial performance

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 the choice of a competitive strategy for LLC "Kontur"

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 urgency of the problem of developing a competitive strategy is due to a number of reasons.

Increased competition and accelerated technology development have forced organizations to rethink the entire range of issues of managing their operational units.

In a market economy, the enterprise itself makes a decision, develops a strategy for its development, seeks the funds necessary for their implementation, recruits employees, purchases equipment and materials, solves many structural issues, including such as creation, merger, liquidation, division, reorganization of production and restructuring of the organizational structure of management.

Becoming an object of commodity-money relations, possessing economic independence and fully responsible for the results of its economic activities, an enterprise must form a management (management) system that would provide it with high performance, competitiveness and stability of the market position.

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, the management of enterprises is moving from the management of individual resources and functional units to the management of business processes that link together the activities of all structures of the enterprise.

The use of world experience in building effective companies is of great value for our country, which is carrying out a global economic reform and is actively introducing itself into the world 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 of developing a competitive enterprise strategy;

perform an analysis of the competitiveness of LLC "Kontur",

economically substantiate the competitive strategy of the enterprise.

The object of the research is a company engaged in the sale of equipment LLC "Kontur".

The subject of the FQP is the strategic management of the enterprise.

As a hypothesis of the study, it is suggested that the implementation of a competitive strategy will increase the efficiency of LLC "Kontur".

The theoretical and methodological basis of the work was the works of such foreign economists as I. Ansoff, G. Mintzberg, M. Mescon, M. Porter, A. J. Strickland, A. Thompson, K. Hatten, A. Headuori, D. Schendel; as well as the work of Russian researchers (O.S. Vikhanskiy, G.Ya. Goldstein, V.S.Efremov, V.E. Kerimov, R.A.Fatkhutdinov, A.N.Khorin and many others). developments of such world renowned 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 a competitive strategy is based on two main points. First, 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 opportunity to remain profitable over the long term, so the inherent profitability of the industry is also an essential component of the profitability of a given company. The second central point in the choice of a competitive strategy is the factors that determine the relative competitive position of the firm within the industry. In most industries, some companies can be far more profitable than others, no matter what the industry average is.

The choice of a competitive strategy should be carried out only taking into account both points, each separately of them is not enough. Even if the company operates in a highly attractive industry, its profit may not be high enough due to the incorrectly chosen competitive position. Conversely, if a company with an exceptional market position operates in a completely unprofitable business, all efforts to strengthen that position may be fruitless. 7Both aspects that determine the choice of competitive strategy are dynamic in nature: the attractiveness of the industry and the profitability of the company can change over time, unprofitable industries and companies become profitable and vice versa; the same applies to the competitive position of the company - it is changing, reflecting the incessant 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 destabilize the entire market at once.

The first fundamental factor in a company's profitability is the attractiveness of the industry. Competitive strategy should 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 a competitive strategy is to master these rules and, ideally, to be able to change them in the best interest of the company. In any industry, be it a national or international industry, production of goods or services 9, the rules of competition lie in five driving forces of competition: the entry of new competitors into the market, the threat from substitutes, the bargaining power of buyers, the bargaining power of suppliers, and rivalry between competitors in the market (see Figure 1.1).

The combined action of these five forces determines the company's ability to generate an average return on capital in excess of its cost of capital. The total power of these five forces differs depending on the type of industry and may change as it evolves. As a result, different types of industries are far from the same in terms of their potential level of profitability. If the competitive forces in an industry favor the companies operating in the market (as is the case, for example, in the production of medicines, soft drinks, in the creation of databases), most of the competing companies receive high profits. But in those industries where one of the forces is acting too intensively (for example, this situation takes place 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 the industry does not depend in any way on the appearance of the product, on whether the latest technologies are used in its production - the profitability of the industry is determined solely by its structure. Some quite “modest” industries, such as mailing scales or grain trading, are highly profitable, while some more “luxurious”, high-tech areas, such as the production of personal computers or cable TV, turn out to be far from being for many participants. the most profitable.

Rice. 1.1. Five competitive forces driving industry profitability

The profitability of the industry as a whole is determined by the action of the above five forces, since they influence the prices, costs and the level of required investments of the companies operating in the industry - all these elements are also components of the return on investment. The bargaining power of buyers most directly affects what prices a company can set for its products - just as the threat from substitute products affects prices. The bargaining power of buyers also determines costs and investments — influential buyers require expensive service. The cost of raw materials and other materials depends on the bargaining power of the suppliers. The intensity of competition also affects prices as well as the costs of competition in areas such as manufacturing, product development, advertising and trade. The constant threat of the emergence of new competitors limits the growth of prices and determines the required initial level of investment, which is a tool to restrain 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 shown in Fig. 1.2. The structure of the industry is relatively stable, but it can change over time as it (the industry) develops. Changes in structure affect both the absolute and the relative intensity of each of the five forces, and accordingly positively or negatively affect the profitability of the entire industry. For the development of a strategy, the most important are those trends in the development of the industry that have an impact on the structure of the industry as a whole.

But if the forces of competition described above and the structural factors that determine them were simply a derivative of the internal characteristics of the industry, competitive strategy in this case would depend solely on the choice of 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 this is the essence of competitive strategy in a number of industries, the company is usually not held hostage to the structure of the industry. By applying these or those strategies, the company can manage the forces of competition.

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

In fig. 1.2 details of all the elements of the industry structure that affect the course of competition are presented. The Five Forces Theory reveals patterns in this complex entity and identifies those factors that are critical to competition in a given industry. This theory also allows for the identification of 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 energy of managers to those aspects of the industry structure that are particularly important for long-term profitability.

Rice. 1.2. Elements of the industry structure

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

The two main types of competitive advantage, combined with the industry in which the company is trying to achieve these advantages, allow it to develop three of the most common competitive strategies that can achieve levels of efficiency above the industry average: cost leadership, differentiation, and focusing. The focusing strategy comes in two flavors: focusing on costs and focusing on differentiation. These three strategies are shown in Fig. 1.3.

Rice. 1.3. General Competition Strategies

Each of the general strategies presupposes fundamentally different paths to obtaining competitive advantages, which consist of a combination of the very choice of a certain type of sought advantages, as well as the scale of strategic goals within which these advantages are planned to be obtained. Leadership strategies for cost minimization and differentiation are usually focused on gaining a competitive advantage across a wide range of industry segments, while focusing strategies involve gaining cost or differentiation advantages across narrow industry segments. The specific actions that need to be taken to implement each strategy will vary depending on the type of industry, and the possibilities for implementing a particular general strategy in a particular industry will also differ. It is not easy to choose an overall strategy, and even more difficult to implement it in practice, but there are logically “lined up” ways to gain competitive advantage, and these methods can be tried to be applied in any industry.

The main thing to understand about the most general strategies is that each of these strategies is inherently 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 is. are necessary and to what extent the company will pursue these benefits. It is impossible to be “everything for everyone” - this is a strategic recipe for mediocre and ineffective activity; this often means that the company lacks any competitive advantage.

The strategy for minimizing costs 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 field of activity: the company serves several segments of the industry, while capturing, if possible, related industries - often it is such a wide field of activity that allows the company to achieve leadership in minimizing costs. The sources of cost benefits can be very diverse and vary by industry type. These can be efficiency gains through economies of scale, proprietary proprietary technologies, special access rights to raw material sources, and many other factors, which will be discussed in more detail in Chapter 3. For example, in the production of televisions, leadership in reducing costs involves the production of picture tubes of optimal size, inexpensive design, automatic assembly and global scale of production, which funded research and development. When a company provides security services, cost advantages come from low overhead costs, a surplus of cheap labor, and effective training programs required by the high turnover in this area. Being a low-cost manufacturer is about more than just capitalizing on a learning curve. These manufacturers must continually seek new sources of cost benefit and derive maximum benefit from them.

The logic of a cost-minimizing leadership strategy usually requires the company to become the sole leader, not just a group of those seeking to take that position. Many companies that refused to acknowledge this fact have made a serious strategic mistake. When there are several candidates for the leadership position in minimizing costs, the rivalry between them becomes especially fierce - after all, even the smallest fragment of the market begins to play a decisive role. Until one of the companies takes the lead, thereby “convincing” other competitors to change strategy, the consequences of this struggle for profitability (as well as for the structure of the industry in the long term) can be very detrimental, and this was the case with several petrochemical enterprises. industry. Thus, the strategy of leadership in minimizing costs is mainly based on the priority right of possessing a certain advantage - and the company has to give up this right, unless at some point it does not get the opportunity to radically change its position in terms of costs due to major technological advances.

The third general strategy of competition is the focusing strategy. This strategy differs from the others: it is based on the selection of a narrow area of competition within a particular industry. A company that has chosen a focusing strategy selects a specific segment or group of industry segments and directs its activities to serve exclusively this segment or segments. By optimizing its strategy in accordance with target segments, a company is trying to gain certain competitive advantages in these segments, although it may not have an overall competitive advantage across the entire industry.

The focusing strategy comes in two flavors. Focusing on costs is a strategy in which a company, working in its target segment, tries to gain an advantage at the expense of low costs. By focusing on differentiation, the company differentiates in its target segment. Both strategies are based on the characteristics that distinguish the selected target segment from other segments of the industry. The target segment is likely to include both customers with special needs and the production and distribution systems that best suit them and therefore differ from industry standards. When focusing on costs, the company capitalizes on differences in their structure in different sectors of the industry, while when focusing on differentiation, the company benefits from the fact that there are special groups of buyers with special needs in certain market segments. The existence of such differences in the structure of costs and consumer demand suggests that these segments are poorly served by broad-based competitors — such companies serve these special segments on an equal footing with everyone else. In this case, a company that has chosen a focusing strategy gains a competitive advantage by fully focusing its work on this segment. It doesn't matter if it's a narrow or a wide segment: the essence of a focusing strategy is that a company generates income from the features of a given segment that distinguish it from other sectors of the industry. Narrow specialization by itself is not enough for a company to achieve performance indicators that will be higher than the market average.

Usually a company has to choose a specific type of both for itself - otherwise it will face the fate of "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 view to a specific target segment (focus). Sometimes a company manages to create two completely independent business units within one corporation, and each of these units implements its own strategy. The British hotel firm Trusthouse Forte is a good example of this: the company has created five separate hotel chains, each of which is focused on a specific market segment. However, such a company must strictly separate from each other the units focused on the implementation of various strategies, otherwise none of these units will achieve the competitive advantages that are expected to be obtained as a result of the implementation of the strategy chosen by the management. An approach to competition in which management allows the transfer of corporate culture from one business unit to another, and also does not have a clearly defined policy in relation to each business unit, undermines the competitive strategy of each business unit and the entire corporation, and leads to the fact that the company is among the "stalled".

If a firm succeeds in achieving leadership in minimizing costs while remaining a manufacturer of a differentiated product, it will be richly rewarded for its efforts: differentiation implies a high product price, and cost leadership implies low costs.

In this way, the benefits add up. Crown Cork & Seal, a metal packaging company, is an example of a company that has achieved both cost leadership and differentiation strategy. The company specializes in the production of containers for liquid products - beer, soft drinks, aerosols. The company's products are made of steel - unlike products from other companies that produce both steel and aluminum containers. In its target segments, the company differentiates its product through dedicated service and technological support, as well as offering a full range of steel sealed cans, metal lids and can rolling equipment. This type of differentiation would be more difficult to achieve in other sectors of the industry where customers have different needs. At the same time, Crown is focusing its production on only the types of containers required by customers in targeted sectors and is investing heavily in state-of-the-art two-piece sealed can technology. As a result, Crown is likely to have also achieved low-cost manufacturer 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 get stuck, nothing they do can put the company in a position where cost leadership and differentiation are incompatible. This was the case with the Crown Cork. The company's biggest competitors did not invest in low-cost steel container technology, so the company managed to achieve cost savings without sacrificing product differentiation. But if the company's competitors had adopted a cost-minimizing 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, if that were the case, Crown's competitors would already be tapping into all the opportunities to cut costs without sacrificing differentiation.

However, the situation when competitors are “stuck”, and the company itself thereby achieves advantages in terms of both costs and differentiation, is often temporary. Eventually, one of the competitors will start implementing one of the general strategies of competition and will also do well in finding a balance between cost and differentiation. That is, the company still has to choose a certain type of competitive advantage to which it is focused and which it will try to maintain over a long period of time. Weak competitors are also dangerous: in these conditions, the company is trying to achieve both differentiation and minimization of costs, trying to combine these two directions of strategy, but as a result, such a company will be unprotected if a new powerful competitor appears on the market.

Cost levels are influenced by market share and industry relationships. It is possible to simultaneously achieve leadership in minimizing costs and differentiation if the level of costs is determined by the volume of the market, and to a greater extent than by product design, manufacturability, level of service and other factors. If a company achieves an advantage with a significant market share, the cost advantage keeps the company from losing its leading position in cost, 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 competition strategies

The consistent implementation of any of the general competition strategies requires the firm to create certain barriers that make it difficult for competitors to imitate the strategy. Since it is hardly possible to create absolutely insurmountable barriers of this kind, the company must become a “moving target” for competitors, constantly trying to move to ever more advantageous positions and investing in measures that contribute to this. The potential threat to the company also comes from competitors who are implementing a strategy that is different from that of the given company.

Table 1 shows which methods should be used to attack competitors who have chosen a certain strategy. For example, if a company chooses only differentiation, it may be successfully opposed by another company that will sharply reduce prices and the level of product differentiation, which will ultimately lead to a shift in consumer interests towards other differentiation parameters; a company that has chosen differentiation can be attacked 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 for obtaining a competitive advantage is simply ruled out. For example, a company is unable to achieve a real significant cost advantage because a number of competitors are similarly positioned in terms of economies of scale in access to raw materials as well as other sources of cost reduction. Likewise, an industry that has only a few segments, or where the differences between segments are not clear enough (for example, the production of low density polyethylene) is not fertile ground for a focusing strategy. This means that the possibilities for using each strategy are different depending on the type of industry. However, in many industries, all three general strategies of competition can coexist favorably, but only if different companies choose different strategies or different bases for differentiation and focus. The most profitable industries are those where several strong companies are on the path of differentiation, but the strategy of each of them is based on different sources of use value creation. This situation usually improves the structure of the industry and leads to a stable disposition of competitors in it. But if suddenly two or more companies choose the same type of overall strategy or the same basis for differentiation and focus, the result is a protracted and unprofitable war for either side. The worst case scenario is the struggle of several companies at once for leadership in costs. The choice of strategy, therefore, also depends on which strategies are chosen by competitors, as well as how expensive it will cost a company to change its position in the industry.

The concept of the most general strategies is based on the assumption that there are certain ways to gain competitive advantage, and these ways are determined by the structure of the industry. If all firms operating in a particular industry were to build their activities on the principles of competitive strategy, everyone would choose different sources of competitive advantage. Of course, not everyone would be successful in doing this, but in any case, the three general strategies are three different paths to the most efficient operation of the company. Some of the earlier theories of strategic planning were too narrow: as a rule, they were based on only one way to obtain a competitive advantage - to minimize costs. Such theories cannot explain the success of many companies - moreover, their practical application leads to the fact that all firms in the 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 as simply a whole. Competitive advantage develops as a result of the implementation of many separate activities that are part of the development, production, marketing, delivery and service of each company product. Each of these activities can help establish a firm's competitive position in terms of costs and provide a basis for differentiation. For example, a company may have several different sources of cost-minimization advantage: a low-cost distribution system, highly efficient assembly processes, or making the most of its sales force. Differentiation can also be the result of equally diverse factors, including, for example, the purchase of high-quality raw materials, flexible order processing, or high-quality product design.

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

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 highlight potential sources of differentiation. A company that carries out strategically important activities at a lower cost or more efficiently than its competitors gains a competitive advantage.

Each company’s value chain is made up of a vast array of different activities, which are called value creation systems. Each of the company's suppliers also has a value chain (input level of value creation) where the products purchased by the company for its value chain are manufactured and delivered.

Suppliers don't just provide the required products; they have the most direct impact on the firm's performance, and in different ways. In addition, many products, on their way to the consumer, go through the entire value chain corresponding to distribution channels (value created by the channel). Distribution channels provide additional activities that directly affect the buyer, 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 the ability to create a solid basis for differentiation of the company's products depends. In order to achieve and maintain competitive advantages, it is necessary to have a good understanding of both the structure of 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 differ. These differences are due to the history of each company, its strategy, as well as 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 the industry, it can tailor its value chain to that segment, resulting in cost savings or differentiation in serving that segment from competitors. Expansion or narrowing of the geography of the markets in which a company operates can also affect competitive advantages; this is also true with regard to the degree of integration in certain activities. Finally, competition in related industries, where value chains are coordinated in a certain way, can lead to competitive advantages through interconnections. A company can take advantage of the scale of operations on its own OR by forming a coalition with other firms for this purpose. Each company can be thought of as a collection of different activities aimed at developing, manufacturing, marketing, shipping and servicing their products. All of 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, is collectively a value chain and competitive advantage a reflection of its history, strategy, its approaches to implementing its strategy, as well as the business activities of its internal divisions.

Supporting activitiesProduction and infrastructure of the companyHuman resourcesTechnologyMaterial and technical supportSupply of raw materials, etc. Execution of workSales MarketingAfter-sales serviceProfit Primary activities Rice. 1.4. Value chain

The value chain allows you to see where value is added up; it consists of activities to create value and a profit or margin. The activities that directly create value are different, from a physical and technological point of view, operations performed by a firm. These are the building blocks by which a firm creates products of value to customers. The margin (markup) from which the profit flows is the difference between the total cost, the price of the product and the summed up costs of performing value creation operations. Margin (and hence profit) can be measured in a variety of ways. The value chains of suppliers and distribution channels of the company also include a margin, but in order to understand the sources of the company's competitiveness in relation to costs, 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 type of value-creating activity includes acquired resources, human resources (labor and management) and some form of technology with the help of which this type of activity is carried out. Each value-creating activity also uses and creates information such as customer information (order database), performance parameters (testing), and statistics on substandard products. Financial assets, such as inventories or accounts receivable, can also be created in the course of various value creation activities.To identify potential sources of competitive advantage, it is first necessary to describe the structure of the value chain of a company competing in a particular industry. ... It is necessary to start with the chain in a general way, highlighting in the company's work individual types of value creation activities. Each of the general categories is

2. Analysis of the economic activity of LLC "Kontur"

2.1 General information about the company

Limited Liability Company "Kontur" was founded in 2006.

Location of the enterprise: 236023, Kaliningrad, Sovetskiy prospect, 188 B.

The company "Kontur" is one of the group of companies 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 supplies 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 related to 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 Kontur to offer customers the most modern equipment and the latest technology.

Company Services:

inspection of the object;

development of a design solution for the object;

provision of design and estimate documentation;

delivery to the facility and installation of equipment;

commissioning works;

warranty and service maintenance of equipment and systems.

Basic principles of activity:

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, the clients of Kontur LLC can always get prompt advice from specialists. An unconditional 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, assembly, delivery, installation and service.

Collaboration and partnership

The company works in partnership with leading design organizations, architectural workshops, construction and installation firms. 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 the companies engaged in the creation of warmth and comfort. Comfort in rooms of any complexity level is the result of many years of work of the company's employees. A wide range of accessories and tools allows you to reduce the time and cost of installation.

OOO KonturStroy, 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.

Konturterm has built boiler houses in Kaliningrad and the region, installed heating and water supply systems in residential, administrative and industrial buildings, such as the Port Authority, the Rossiya and Zarya cinemas, the Maksik, Lazurit, Mandrev furniture factories , the sanatorium "Yantarny Bereg", the hotels "Kaliningrad", "Moscow", the "Foodstuffs" industrial complex, new apartment buildings on the streets of Litovskiy Val, Ostrovsky and many other objects.

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

The structure of the company includes the following services and departments:

financial directorate (accounting, audit department and informatization department),

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

logistics directorate (supply department, warehouse logistics department),

general directorate (transport department, administrative department),

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

technical management,

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

secretariat.

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

heating technology department,

heating and air conditioning department,

water supply and filtration department.

In LLC "Kontur" there are 2 forms of remuneration:

Time-bonus wages;
Piecework system of remuneration.

With time-bonus wages, bonuses may be calculated 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 payments are calculated in the same way as for simple time-based wages. The amount of the bonus is added to the employee's wages and paid along with it.

Under the piece-rate system of remuneration, the employee is paid for the amount of products (work, services) that he has produced.

Consider the activities of the enterprise in the context of individual areas (see table. 1).

Table 1 The volume of services rendered by Kontur LLC by directions 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 rental552

Let us graphically represent the structure of the enterprise (see Fig. 2.1).

Rice. 2.1. Kontur LLC activities

As can be seen from the figure, the main activity for the enterprise is 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.

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

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

2.2 Analysis of financial performance indicators

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

From table 2 we can conclude:

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

Table 2 Technical and economic indicators of LLC "Kontur"

Indicator 2009 2010 2011 Deviation 2010-2009 Deviation 2011-2010 Abs. Growth rate,% Abs. Growth rate,% Revenue excluding VAT, thousand rubles 34544377984035832541092560 107 Cost price, thousand rubles 3362737759391051321121748 , 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, thousand rubles 596 532 469 - 6389 - 6388 Return on equity,% 567 184 1412 613 119 Sales return,% 10.90,510.1-10.4-9.6-

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

In 2010 the company had a loss.

The cost of fixed assets and the number of personnel grows systematically during the period under review.

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

The profitability of the fund increases in 2010 and 2011, which indicates an increase in the efficiency of the use of equipment.

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

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

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

Rice. 2.2. Dynamics of performance indicators of LLC "Kontur"

Table 3 Dynamics of profitability indicators of LLC "Kontur"

No. Indicator name Calculation method 2009 2010 Otk-ya 2011 Otk-ya 1 Profitability of sales Profit from sales / Proceeds from sales * 10,010,90,5-10,410,19,62 Profitability of the entire capital of the enterprise Net profit / Total balance * 1002,3-3, 2-5.50.63.83 Return on equity Net profit / Equity * 10044.7149.2104.571,178.14 Asset turnover ratio Revenue from sales / Balance total 2.31.8-0.51.805 Average annual property value, thousand rubles 150442137063262304016706 Average annual equity 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 value of equity capital is decreasing. The latest trend is driven by declining profits. Graphically, the dynamics of indicators is shown in Figure 2.3.

Rice. 2.3. Dynamics of profitability indicators of LLC "Kontur"

We will assess the organization's ability to timely and fully settle its obligations, that is, we will analyze the liquidity and solvency. To do this, we will divide the assets of OOO Kontur 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)

ASSETS (indicator / designation) 2009 2010 2011 The most liquid assets (A1) 165 118 237 Quickly traded assets (A2) 389 434 736587 Slowly traded assets (A3) 150 601 803 815 603 Hard-to-sell assets (A4) 377 551 609 Total: 19496232242282 568 P3) 800 Equity (P4) (line 490) 804 117 246 Total: 194962322422836

Based on the data in Table 4, let us estimate the liquidity (see Table 5).

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

Table 5 Assessment of liquidity of the balance sheet of LLC "Kontur"

2009 standard 2010 2011 A1? 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 LLC "Kontur"

No. Name of indicator Method of calculation of the norm 2009 2010 Otk-e2011 Otk-e1 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)? 10,350,360,010.36-5 Share of circulating assets in the assets of the organization L6 = (A1 + A2 + A3) / (A1 + A2 + A3 + A4)? 0.50,980.98-0 .97-0.01

According to table 6, it can be concluded that LLC "Kontur" is not liquid for most of the indicators. Only the indicator of the share of circulating assets in the assets of the organization complies with the norm. In 2011, the situation for most indicators is only getting worse.

To assess the degree of independence of an enterprise from borrowed sources of financing, let us analyze financial stability (see Table 7).

Table 7 Dynamics of financial stability indicators of Kontur LLC

No. Name of indicator Method of calculation of the norm 2009 2010 Otk-ya 2011 Otk-ya1 Capitalization ratio (page 590 + page 690) / (page 490)? 1,523,2197,7174,591,8-105,92 Coefficient of provision of own sources of financing (line 490-line 190) / (line 290)? 0.50.02-0.02-0.04-0.0203 Coefficient financial independence (line 490) / (line 700) 0.4-060.050.005-0.0450.010.0054 Financing ratio (line 490) / (line 590 + line 690)? 0.70.040.005-0.0350 , 010.0055 Financial stability ratio (line 590 + line 690) / (line 700)? 0.50,950.990.0410.01

Table 7 shows that almost all indicators show negative dynamics and by 2010 the indicators do not reach the standards. The exception is the financial stability ratio, which has 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, let us note the main trends in this industry. Let us consider the construction market in the Kaliningrad region and analyze the favorable and unfavorable factors of the macro-environment for the activities of Kontur LLC in the region.

Analyzing the trends in the construction industry of the Kaliningrad region, the following can be noted. One of the most important parts of this industry is equity construction. Today there are about 50 construction companies operating in the Kaliningrad market of shared construction. At the same time, 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 drawn in the form of 150-170 organizations, including not only Kaliningrad, but also Moscow (Rosstroy) and St. Petersburg (SetlEstate) ...

Recently, companies have appeared on the construction market that have changed their founders to Muscovites, retaining the well-established name. The latter is due to the specifics of the regional market: they try to buy square meters in Kaliningrad 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 shareholder first chooses the required number of rooms, then in Kaliningrad he first of all looks at the price. They are not interested in the prestige of the area, the quality of housing and the materials from which it is built.

The 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 type of activity "Construction" 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

Indicators 2005200620072008200920102011 estimated growth rate,% 110.3111.3153.0121.680.086.6122.0 share in GRP,% 5.65.58.810.17.76.57.4 share in total employment,% 7.37.37.67.87 , 87.6 no data productivity, thousand rubles 137,9166,8350,8486,7362,7355,4 no data

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

Table 9 Main indicators of the construction industry

No. Indicator Years200720082009201020111 The number of operating construction organizations 32873298319932862 The volume of work performed in the type of activity "Construction", million rubles 20650.523583,024900.026470.933495.73% to the previous year in comparable prices 100,693,688,180,6111,54 destination: 5 residential buildings, thousand sq. m 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 facilities, work was underway to build the Baltic NPP, and large projects in the field of road construction are being implemented.

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

We will try to assess the scale of the gas distribution (GDO) sub-sector. 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 gas distribution station 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 gas to 35.8 million apartments (including natural gas - 22.3 million), of which 11.2 million in rural areas (including natural gas 3.7 million), more than 14 thousand industrial enterprises (including in rural areas about 3 thousand), about 100 thousand public utilities (including in villages - more than 37 thousand), about 4 thousand agricultural objects and about 33 thousand boiler houses (including more than 11 thousand in rural areas).

The total number of gas distribution companies in Russia is over 500. Here it is necessary to touch upon the very term gas distribution organization. In this report, by GDO we mean organizations professionally engaged in gas distribution, namely, those 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 monopolists of the FEC of Russia a subject of natural monopolies. At the moment, there are a little more than 300 gas distribution organizations, and more than 500 natural monopolies.

Most subjects of the Russian Federation (including the Kaliningrad region) use both natural and liquefied gas. The volume of natural gas consumption by the population is 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 - 100 billion cubic meters per year - is approximately 80% of the volume of average annual supplies of Central Asian gas to Russia.

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

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

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

The beginning of work under the FTP to expand the existing capacities of the Minsk - Vilnius - Kaunas - Kaliningrad gas pipeline to ensure gas supply in the amount of 2.5 billion cubic meters 3/ year due to the fact that at present the throughput of this gas pipeline cannot cover the promising volumes of gas consumption in the region.

Natural gas is supplied to the Kaliningrad Region via the Minsk-Vilnius-Kaunas-Kaliningrad gas trunkline. As part of the FTP, 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 200720082009201020111 Consumption volumes1,211,251,211,382.05

Within the framework of the federal target program, measures for the 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 Program for the Gasification of the Kaliningrad Region is being implemented. The total length of gas networks to be built during the second stage of this program will be 210 km. Gasification of Zelenogradskiy district, Krasnoznamenskiy, Nemanskiy, Guryevskiy municipal districts, Yantarny urban district continues.

The following investment projects for gas supply are being implemented at the expense of the attracted funds under the FTP in 2011-2013:

ensuring gas supplies in excess of 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 the systems of main gas pipelines (responsible JSC Gazprom);

construction of an underground gas storage facility (UGS), bringing the storage volume up to 80 million cubic meters. m (person in charge of OAO Gazprom);

commissioning of the surface operational complex of the Kaliningrad UGS facility with erosion of tanks up to 230 thousand cubic meters. m (responsible for OAO Gazprom).

Let's consider the main segments of gas consumers (see Table 11). The 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 the industry Consumption, billion cubic meters of total consumption,% 1Electricity140.6392Metallurgical28.67.93Agrochemical industry17.84.94Agro-industrial complex10.12.85Petrochemical industry6.11.76 Utilities, household facilities30.88.511Population41.75 023.6 Russia total 360.7 100

Let us 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, in line 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 on the special economic zone Benefits of the special economic zone in the Kaliningrad region contribute to an increase in the investment attractiveness of the region and, accordingly, the development of large investment projects. 4. Participation in the regional government of representatives of real business Knowledge of the economic development of business and the availability of practical experience of representatives of regional authorities will contribute to the more active development of modern infrastructure of the economy. 5. Political support of the region Efficient and timely implementation of federal target programs for the development of the region. 6. Introduction of new technologies. in the development of construction organizations High requirements for construction will lead to the need for industry enterprises to use new modern technologies that require significant investments and high competencies. 7. An increase in environmental requirements for activities will lead to the necessary implementation of new progressive technologies for the construction and repair of buildings and structures. 8. 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.

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

Table 13 PEST Analysis Matrix

POLITICAL FACTORS · 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" · Stricter 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's population is falling and is currently not supported by borrowed funds · The end customer becomes more demanding of the quality of services SOCIOCULTURAL TRENDS TECHNOLOGICAL INNOVATIONS · Demography: the growth of the population of the city and region began · State support for the poor, military and young people · Cash incomes of Kaliningraders are gradually increasing · Media Introductions: Information on the Government's Commitment to Support Domestic Products · improvement of production technology: domestic cars began to be produced according to Western technologies · Research Funding: Government Support to the Construction Industry · Substitution technologies / solutions · The maturity of technology · Change and adaptation of new technologies · Production capacity, level · Information and communication, the impact of the Internet

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

2.4 Analysis of the internal environment

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

The company has developed and maintains documented procedures that allow analyzing orders prior to their execution and coordinating 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 the customer's requirements, the requirements of the regulatory documentation for the products, 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 it is necessary to plan in advance the development of processes, operations and provide technical means for their implementation, control and testing;
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 OOO Kontur, it is possible to identify its strengths and weaknesses (see Table 14).

As a result of the analysis of the quality management system, the following elements have been identified that have potential for improvement:

quality management policy;
involvement of employees in quality management,
design and implementation of a process for systematic assessment of customer satisfaction;
setting up a monitoring system for quality management work.

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

Strengths Weaknesses - the existence of the objectives of the quality management system; - management is aware of the need for quality management; - there is a feedback from the customer; - absence of a quality management policy; - the goals of the enterprise in the field of quality management are not communicated to all employees; - there is no systematic assessment of customer satisfaction; - internal communications are not fully debugged.

Let's characterize the marketing activities of the enterprise. The marketing activity of Kontur LLC is aimed at establishing, reasonably enough, 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, their priorities, the optimal production structure and the desired profit. In other words, the manufacturer is called upon to produce such products that will find a sale and will bring profit. For this, it is necessary to study social and individual needs, market demands as a necessary condition and prerequisite for activity. Therefore, the understanding is deepening that activity begins not with exchange, but with consumption. This concept was embodied in the marketing of the Kontur LLC organization.

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 LLC "Kontur" allows the development and sale of new types of products that meet the needs of the customer;

The search for products that provide effective demand, an increase in sales and, as a result, an increase in 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 volume of proceeds from product sales increased.

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

For Kontur LLC, the trend towards an increase in the value of price marketing increases under the influence of a change in the structure of sales of marketable products towards an increase in the share of goods intended for the consumer market, where price competition is especially strong.

The firm's pricing policy is as follows:

the price should cover all costs;

the price should be high enough 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 the enterprise (on the example of Kontur Term LLC) Diploma in Management

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Introduction

competition economic management

The decisive factor for 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, purposeful work of all divisions with the leading role of the marketing service, a special direction of the firm's activity 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 strategy of competitiveness is the achievement of 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 foregoing explains the relevance of the topic of this graduation project "Development of a competitive strategy of the organization on the example of the company" Arkon Auto "LLC".

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

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

To reveal the essence of a competitive strategy, to determine the types of competitive strategies, to indicate the factors of the external and internal environment that affect its formation

Study modern approaches to the analysis and assessment of the organization's strategy;

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

Describe the stages of implementation of the enterprise strategy;

Analyze 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 competitive strategy of the enterprise and provide an economic justification for the effectiveness of its implementation.

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

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

Russian scientists G.P. E.I. Podshivalenko Mazilkina, G.G. Panichkina N.I. Pertsovsky, I.A. Spiridonov, C.B. Barsukova L.G. Zaitseva, M.I. Sokolova A.G. Ivasenko, Ya. I. Nikonova, A.O. Sizov. and etc.

The strategic management of an organization and its competitiveness is considered in the works of V.P. Barancheev. 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 specialists in economics, 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 and statistical methods of analysis. In the course of the study, the methods of expert assessments were used.

The informational and empirical base of the study was made up of materials from monographic studies of domestic and foreign authors; accounting reports, electronic resources of the Internet.

1. Features of the development of a competitive strategy of the organization

1.1 The concept of the competitive strategy of the organization and the factors influencing its formation

There are two opposing views on understanding strategy. In the first case, a strategy is a specific long-term plan for achieving a certain goal, and developing a strategy is the process of finding a certain goal and drawing up a long-term plan. This approach is based on the fact that all the changes that occur are predictable, the processes occurring in the environment are deterministic and lend themselves to complete control and management.

In the second case, the strategy is understood as a long-term, qualitatively defined direction of the enterprise's development, concerning the sphere, means and forms of its activity, the system of intra-industrial relations, as well as the position of the enterprise in the environment. . With this understanding, the strategy in general can be characterized as the chosen direction of activity, functioning in. the framework of which should lead the organization to the achievement of its goals. An example of a strategy of the first type is a long-term plan for the production of a certain product, in which the volume and range of output for each time interval are fixed.

The strategies of the second type include the following:

increase the share of sales in the market up to 35% (conditionally) without lowering the price;

penetrate distribution networks controlled by competitors.

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

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

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

Typically, a strategy is developed for several years in advance, is concretized in various kinds of projects, programs, practical actions and is implemented in the process of their implementation. Significant expenditures of labor and time of many people required to create an enterprise strategy do not allow it to be frequently changed or seriously corrected. Therefore, it is formulated in fairly general terms. This is the intended strategy.

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

For a long time, there has been a debate about what is the essence of strategy - predestination or flexibility. On the one hand, there is a commitment to a strategy, so make your decisions prudently. The strategy does involve making certain commitments, but there is as much sense in this recommendation as in the advice “buy cheaper, sell more”. There is no answer to the question of how to ensure discretion in decisions.

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

) plan - this is a concept that is understood as pre-planned actions, the course of which is controlled from beginning to end. Planners develop internal documentation that details the course of the company for a specific period of time;

) reception as a tactical move - means a short-term strategy, which is characterized by very limited goals and, if necessary, can be changed. Mintzberg describes a technique, i.e. a tactical move, as "a maneuver in order to outplay your opponent or rival." He notes that some companies are using this strategy as a threat. In order to destabilize competitors, a company may, say, declare a price cut for its products without actually intending to do so. The manager may threaten to fire an employee if he does not do the job, not because he really intends to fulfill his threat, but because he intends to achieve better performance;

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

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

) perspective or strategy of perspectives - it is a course aimed at changing the culture (belief systems and perceptions, worldview systems) 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 positions and persuades its members to accept them as the basis of their beliefs. Sermons, teachings, worship and other cult practices are directed and deeply imbued with Christian beliefs in the minds of believers. Success comes when the members of the organization are like-minded, i.e. they believe in major doctrines and put them into practice in their daily work and life.

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

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

The strategy considers the most long-term organizational reasons, goals, decisions and actions. All enterprises (and all organizations) need a clear understanding of the reasons for their existence, the main purpose of existence, the main tasks and (in the most fundamental form) ways to achieve their goals and objectives.

The strategy defines the main ways through which the enterprise will be able to create and maintain its competitiveness: the strategy determines the type or types of activities of the enterprise, including those in which it competes with others;

In a free market economy, many firms will compete to meet the needs and wants of their customers, but usually only a few will prosper. These are mainly those firms that most carefully chose the type (types) of business to be engaged in, as well as 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, building their trust through repeat sales, staying ahead of the competition and maintaining their place in the market. Since the management of the company began to combine short-term and long-term maneuvers to match the specific situation of the company and the market environment, there are countless options and nuances of strategy. Consider general competition strategies.

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

To achieve cost advantages, the total cost of production of a firm along the entire value chain must be less than the total cost of competitors. There are two ways to achieve this:

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

) fix the company's value chain to the point of consolidating operations or eliminating high-cost actions 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 met by standard products.

Successful differentiation allows the firm to:

Set an increased price for a product / service;

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

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

The strategic goal is to become a manufacturer of a product / service with low costs and distinguishing characteristics from good to excellent, and then, taking advantage of the cost advantage, reduce the price compared to similar products produced by competitors.

The optimal cost strategy is most attractive from the point of view of the possibility of competitive maneuvering. It provides an opportunity to create exceptional customer value by balancing low cost and differentiation strategies.

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

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

Using a focused strategy to compete on costs is a fairly typical business approach. Individual brand manufacturers are reducing their marketing, distribution and advertising costs by focusing on direct sales to retailers and chain stores selling no-frills, discounted, branded products.

Consider the factors that determine the choice of a particular competitiveness strategy.

There are a lot of these factors. A simple model of the primary factors that must be considered and essentially determine the strategy is shown in Figure 1.2. The interaction of these factors is usually complex and is industry-specific and company-specific. As a rule, a strategy does not ensure success if the boundary between the internal and external situation 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 an image of organizational actions and management approaches used to achieve organizational objectives and goals of the organization. The strategy considers the most long-term organizational reasons, goals, decisions and actions. The factors that determine the choice of a particular competitiveness strategy are divided into external (socio-economic and organizational relations that allow an 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 efficiency, storage conditions, transportation, packaging of products, the level of service and warranty service, etc.).

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

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

Both attractiveness and competitive position depend to a large extent 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 have very little influence on. Hence, a competitive strategy can make a given company (and with it and to some extent the entire industry) more or less attractive. Thus, the competitive strategy not only responds to the demands of the environment, but also shapes that 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 are methods for assessing the capabilities of competitors through special expert studies and indirect calculations based on known data. It is widely used in practice to analyze competitors and the "reflection method", which consists in identifying information about a firm of interest from clients or intermediaries of this firm. Research of competitors should be directed to the same areas that were the subject of 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 an enterprise and competitors in the most significant areas of activity, depicted as vectors-axes.

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

A definite, clearly limited number of parameters can be selected as the evaluated areas of activity of the enterprise and the main competitors. The list of parameters used and the degree of their specification were determined by the following methodological prerequisites.

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 definition of a list of technical and economic factors of competitiveness, which are interpreted as a set of criteria for quantitatively assessing the level of competitiveness of an enterprise.

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

Competitiveness of the product;

The financial condition of the enterprise;

Effectiveness of marketing activities;

Return on sales;

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.

Competitiveness of the product. In order for the product to be of interest to the buyer, it must have certain technical, operational and economic parameters. The condition for the purchase of goods is the compliance of these parameters with the basic characteristics of the customer's satisfied needs. In the process of buying, the consumer chooses a product, establishes distinctive features that characterize the superiority of this product over competitors' products of the same value 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.

The financial condition of the enterprise. Along with absolute indicators, the financial stability of the organization is characterized by the ratio of its own funds (K about), which is determined by the "Instructions for the analysis of control over the financial condition and solvency of business entities" and is equal to:

K about = (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 the provision of own circulating assets 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.

Effectiveness 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 value form, this characteristic can be estimated by the ratio of commercial results and costs of marketing activities.

Data on gross income and gross costs represent the information contained in the accounting and financial statements of the enterprise, therefore, obtaining such information is not particularly difficult. Some difficulties arise when collecting other data, since marketing costs are more difficult to calculate because accounting is missing information on printing costs, advertising costs, etc.

According to the developers, the final formula for determining the effectiveness of the marketing activity of an enterprise, using the parameters of marketing potential and the resulting parameters of commercial activity (gross income, marketing costs, gross costs) will be as follows:

, (1.2)

where is the assessment of the effectiveness of marketing activities;

Marketing Potential;

D in - gross income;

Z m - marketing costs;

З в - gross costs.

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

where K 1 is the potential of marketing research;

K 2 - the potential of the marketing information system;

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

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

K 5 - the potential of the pricing process;

K 6 - the potential of the marketing policy of the enterprise;

K 7 - the potential for personal (personal) sales;

K 9 - the potential to stimulate the sale of products (for example, coupon sales);

K 10 - the potential for the formation of public opinion.

Thus, the final expression for calculating the assessment of the effectiveness of the marketing activity of an industrial enterprise (E mar) will have the form:

In order to quantify the effectiveness of the marketing activities of an industrial enterprise, it is first necessary to describe the characteristics of subcriteria that adequately reflect the marketing capabilities of this group of enterprises (industry). In the process of approbation, all subcriteria were assessed according to the following scale:

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

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

The company in its marketing activities fully uses the marketing tool described by this subcriterion.

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

Return on sales. Profitability is an indicator of the economic efficiency of a business, which characterizes 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, the return on sales is a complex characteristic of the specific profitability per ruble of costs for the production of a particular type of product.

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

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

The image (brand capital) of the enterprise. According to V.A. Moshnov, the focus on conquering new markets, satisfying customer needs through product differentiation encourages firms to strive to meet consumer preferences as much as possible, as well as to work on simplifying the process of informing consumers about the increasingly complex properties and parameters of manufactured products. Through the advertising activity of firms, the trademark (the name under which the firm advertises and sells its products), as one of the marketing tools, promotes the dissemination of information about the quality of the product, reducing the distance between the manufacturer and the consumer. In the face of growing competition, the buyer is interested in expanding his awareness of the quality of the product.

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

where I is the intention to buy the brand again; - past use; - a constant that varies in different markets.

In this case, the importance of relationship studies is not that they predict purchases of specific brands, but that they explain why consumers buy these 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, as all three elements are needed to create a successful brand. Since brand building usually begins with having a good product, most often its perception is investigated using so-called "blind" tests. Then the product must have a sufficiently clear identity, the degree of which is commonly assessed on the basis of indicators of directional and "spontaneous" awareness. Finally, a successful brand must have added value that makes the customer feel that the brand and product are superior in quality or preferred over competitors. The measurement of value added is done in the form of relationship and preference studies.

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

where is the volume of repeated applications in value terms;

The total volume of sales.

Management efficiency. V.A. Abchuk in his study defines management as the management of an organization in a market economy, and its goal is the most complete satisfaction of the 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 the organization's achievement of its goals. Quantitatively, the effectiveness of management is defined as the ratio of the result to the costs necessary for this.

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

predict the expected result - the organization will achieve its goal;

evaluate the actual degree of achievement of the goal;

compare different target options with each other.

The basic principle of 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 the objective function.

In its most general form, the choice of 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 - the specified parameters (indicators) of the solution of the problem, for example, the number of allocated resources;

in j are the controllable parameters of the solution to 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 in this case can be formulated as follows: find such values of the controlled parameters in 1, in 2, ..., which for the 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 the enterprise has significantly increased. 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 the data of public reporting of enterprises, which allows all participants in the economic process to control the nature and degree of changes in the market positions of the enterprise. As a component of such a comprehensive assessment, the characteristic of enterprise management efficiency is used, which is usually estimated as the ratio of profit to the entire turnover of the enterprise (proceeds from the sale of products (works, services) without VAT) and the result of other sales and non-release operations.

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

where P p - profit from product sales.

To ensure quantitative comparability of indicators, lowering coefficients of the 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 the internal competitive advantages that determine the market position of an economic entity according to the six most significant aspects: competitiveness of the product; the financial condition of the enterprise; the effectiveness of marketing activities; profitability of sales; image (brand capital) of the enterprise; management efficiency.

The above list of competitiveness indicators is not invariable and exhaustive. The number of components of the competitiveness of an enterprise 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 the formation of the strategic behavior of an enterprise can be represented in the form of four stages:

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

) "Planning" - planning a strategy, setting goals;

) "Implementation" - development of plans, structural changes, budgeting;

) "Control" - operational management, assessment and control.

Taking into account the results obtained in the course of the strategic "analysis", the "planning" of the strategy is carried out.

The link between the “planning” and “implementation” phases is “task setting”. 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 analysis of the internal environment, it is advisable to limit the management process by setting additional (corrective) tasks.

The block "implementation" in the process of strategic management is inherently preparatory, contributing to the effective achievement of the selected goals. And the stage of "assessment and control" closes the process of strategic management in a continuous cycle.

Thus, having briefly examined the sequence of the strategy formation process, let us dwell in more detail at 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 the actions that ensure the effectiveness of achieving the specified target parameters depends on the characteristics of the management of a particular enterprise and may vary in one way or another. But basically there is the following sequence of strategy implementation: developing plans - carrying out structural changes - forming budgets.

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

Basic strategic plan. It describes the main direction of the enterprise and includes a corporate strategy for the long term. 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, being a limitation in decision-making by strategic business units (SBU) (from the English. Strategic Business Units - SBU) concerning the main areas of activity, in order to prevent the goals of individual divisions from opposing the general goals of enterprise development;

) Tactical plans for the development of specific business areas of individual SBUs. Their main content is business strategies aimed at growth, maintaining stability and strengthening 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, which these departments are part of. For more effective control and assessment of implementation, such plans are drawn up for a period from 1 month to a year;

) Programs and project plans. This group is of a targeted nature and includes approximately such programs as the development of new products, penetration into 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 you can 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 dissociation of the system of plans and the control system may arise. In particular, expanding the scope of economic activity and entering new markets requires the involvement of additional personnel. And, conversely, leaving unpromising areas of management and closing unprofitable industries leads to a reduction in staff. Hence the need to successfully combine a common 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.

Aligning business strategy and organizational management has the following purpose:

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

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

) agreement on resources and performers of plans, programs and project plans;

) avoidance of opposition and duplication of individual functions.

The next step towards “implementing the strategy” is “budgeting”. Here, the main approaches and principles applied to the development of budgets coincide with the principles of building organizational management. The budgets of all levels should be subordinated to the general goal of the enterprise development and not to allow the opposition and inconsistency of the financial support of some divisions with other plans.

Budgeting completes the strategy implementation phase.

Summing up, we can conclude that the essence of the formation of strategic management at enterprises is to determine the direction of development, develop a system of measures to effectively approach the chosen benchmark, as well as assess and control the implementation of the chosen strategy. At the same time, 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 work more successfully and seek to improve the efficiency of activities 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. The factors that determine the choice of a particular competitive strategy are divided into external (socio-economic and organizational relations that allow an 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 efficiency, storage conditions, transportation, packaging of products, the level of service and warranty service, etc.).

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

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

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

2. Analysis of the competitive strategy of LLC "Arkon Auto"

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 LLC "Arkon Auto" is located in Vladivostok, st. Shoshina, 6 in one of the central dormitory areas of the city, in close proximity to the main thoroughfares (5 minutes drive to Avenue 100 Let Vladivostoku (Federal highway M-60), 3 minutes drive from the bypass road on Vyselkovaya street.

The company is located in the production building of the former VTsRTO plumbing plant, it owns 1.3 production premises with a total area of 1,500 m 2, of which 340 m 2 are occupied by the company's offices, there are an assembly shop, premises for repairing internal combustion engines and fuel equipment, an auto electrician, an oil change station , boxes for body repair (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 conveniently located Arkon Auto parking lot with a total area of 1500 m2.

Today "Arkon Auto" offers the following services:

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

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

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

Disassembly / sawing of cars, storage of cargo before dispatch from Japan.

Assembling the purchased cars.

Purchase and delivery of any items in the 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 the diversification of production;

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 of "their" divisions. Responsibility for overall results is only at the highest level;

Cross-functional coordination problems;

Excessive centralization;

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

Reaction to market changes is extremely slow;

The scale of entrepreneurship and innovation is limited.

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

The duties of the head of the sales department include negotiating with counterparties, preparing foreign trade contracts and other commercial documents necessary for carrying out import operations, conducting a transaction at all its stages.

Sales managers are looking for new customers, as well as directly involved in the conclusion of transactions.

The duties of the logistician-declarant include customs clearance of imported goods, customs inspections, and solution of transport issues.

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

The chief accountant exercises control over accounting at the enterprise, draw up accounting forms, settle accounts with banks, suppliers and buyers, open, maintain, change and close transaction passports, provide supporting documents to an authorized bank, etc.

The main legislative act, within the framework of which the activities of LLC "Arkon Auto" are carried out, 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 accordance with the procedure 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 accuracy of accounting, annual reports and the provision of other financial statements to the relevant authorities is borne by 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, provisions, 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 Basics of State Regulation of Foreign Trade Activity";

Other regulations.

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

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

Index	Absolute deviations		Growth rate, %
	2011 to 2010	2012 to 2011	2011 to 2010	2012 to 2011
Proceeds from the sale of products (services), thousand rubles
Cost of products (services), thousand rubles
Costs per 1 rub. products sold, rub.
Profit from sales, thousand rubles
Profit before tax, thousand rubles
Profitability,%

Figure 2.1 shows the dynamics of sales proceeds, production costs and profit from sales 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 activity of the enterprise as a whole has 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. The recommendations of the department 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 activities.

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

The sales department of Arkon Auto LLC was established three months after the establishment of the enterprise. When the company started its production activities in full force.

The sales department includes a deputy director for sales and sales specialists in the amount 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 plan for production according to customer orders;

Choice of distribution channels and goods movement.

Sales organization includes the following functions:

) organization of warehouse and container facilities for finished products;

) organization of sales and delivery of products to consumers;

The control and regulation functions include the following:

Evaluation of the results of sales activities;

Control over 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 activities.

Decisions affecting the market orientation of the enterprise are made by all departments of the enterprise on the basis of recommendations and in agreement with the sales service. All divisions of the enterprise are obliged 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 department:

Assessment of market conditions;

Together with other departments of the enterprise and the management of the enterprise, the development of goals and strategies for the market activity of the enterprise 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 in this area of activity of the enterprise's divisions;

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

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

Creation of the image of a successful and reliable company.

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

With a production department;

With the logistics department.

Thus, to ensure the efficiency 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;

receipt of applications for the supply of products from customers.

Here are the main directions of increasing the effectiveness 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 flexible response to changes in market conditions, the development of new services, in particular auto repair, development and implementation of an effective marketing policy.

The company plans to move to the implementation of a new sales strategy and sales methods, which include:

creation of a dealer network;

analysis of the level of effective demand for a product;

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

Thus, Arkon Auto LLC, like any enterprise, experiences certain difficulties in 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 the governing documents of Arkon Auto LLC

Type of regulation
1. System-wide	The charter is a complex document designed to consolidate the status of an organization. - Internal regulations are a local normative act of the organization, regulating, in accordance with the Labor Code of the Republic of Belarus and other laws: the procedure for hiring and dismissing employees; basic rights, obligations and responsibilities of the parties to the employment contract; operating mode; Time relax; incentives and penalties applied to employees; as well as other issues of regulation of labor relations in the organization.
2. Elemental	Job description - a document regulating the production powers and duties of the employee; - technical regulations on fire safety requirements; - sanitary rules; - department regulations - a legal act establishing the status, functions, rights, duties and responsibilities of structural units.

Final control is carried out immediately after the work is done. 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, the planned profit is compared with the received one, staff turnover, etc.

The management of "Arkon Auto" LLC analyzes the actually obtained and required results and assesses how realistic the plans were. This procedure also allows you to get information about the problems that have arisen and formulate new plans so as to avoid these problems in the future (which is the function of the analysis).

The second function of final control is to promote motivation, since the wages of most workers are directly dependent on the performance of the organization.

For example, in the credit risk analysis department, it is presented by the reports provided by the employees on the work done. These reports are then analyzed and provided to management for forecasting purposes.

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

Deviation

Taken on the first try

sent for revision

Taken on the first try

sent for revision

by the number of accepted

by the number of sent for revision

Marketing department

Production Department

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

It is necessary to improve the control function in the organization to build a decision-making scheme in the unit based on the identified shortcomings and fulfill the desired conditions for improving the procedure for generating a report and implementing the management system, for further using the emerging free functionality in the structure of the distribution of responsibilities.

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

The internal structure of the organization is also called the internal environment. It includes the functional structures of the firm that provide management, development and testing of new products, promotion of products to buyers, 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, goods from Japan prevail in the geographical structure of supplies, but in 2011-2012 the share of goods from Korea increased.

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

The commodity structure is dominated by cars, in 2010 they accounted for 84% of the total import volume, but in 2012 their share decreased to 59% due to the growth of 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 ArkonAuto employees including management is 52 people.

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

When applying for a job, there are certain requirements for applicants, depending on what position they are applying for.

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

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

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

At present, at Arkon Auto LLC, all employees have job descriptions that correspond to their profession, and labor contracts have been concluded with all employees.

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

The Far East coefficient and the Far East allowance are charged on the basic salary. The Far Eastern coefficient is charged at the rate of 20% of the amount of accrued wages, and the Far Eastern allowance is set differentially and is charged only to permanent employees (Table 2.4).

Thus, the salary of the employees of Arkon Auto LLC consists of the basic salary 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 the seminars, which contributes to the improvement of their professional skills.

Table 2.4 - The amount of the Far Eastern allowance

Taxes and taxation. Arkon Auto LLC pays all types of taxes and fees stipulated 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 LLC "Arkon Auto" for 2012

Tax name	The tax base				Payment term
Federal taxes
	the cost of goods (works, services) calculated on the basis of market prices				based on the results of each tax period no later than the 20th day of the month following the expired tax period (quarter) Taxpayers are required to submit a tax return to the tax authorities no later than the 20th day of the month following the expired quarter.
Corporate income tax	monetary expression of taxable profit				The tax for the year is paid no later than March 28 of the following year. During the reporting period, taxpayers calculate the amount of the monthly advance payment: in the 1st quarter of the year = advance payment due in the last quarter of the previous year. in the 2nd quarter of the year = 1/3 × advance payment for the first quarter in the 3rd quarter of the year = 1/3 × (advance payment for the first half of the year - advance payment for the first quarter). in the 4th quarter of the year = 1/3 × (advance payment based on the results of nine months - advance payment based on the results of the first half of the year)
Personal income tax (as a tax agent)	all income of taxpayers (employees) received in cash and in kind, and income in the form of material benefits.				Tax agents transfer the tax amounts no later than the day of actual receipt of cash from the bank for the payment of income or the day of transfer of income to the taxpayer's bank account.
Corporate property tax		the average annual value of property recognized as an object of taxation			The tax is paid by making advance payments at the end of the reporting periods - the first quarter, six months, nine months, no later than 30 days from the end of the reporting period.
Transport tax		vehicle engine horsepower		depending on the number of hp	Taxpayers make advance payments on a quarterly basis by the 20th day of the third month of the quarter of the current tax period in the amount of one fourth of the annual transport tax. The difference between the amount calculated on the tax return and the amount of advance payments paid during the tax period is payable to the budget no later than January 31 of the year following the expired tax period.
Regional taxes
Insurance premiums
Insurance premiums			The amount of payments and other remuneration accrued for the billing period in favor of individuals, with the exception of amounts that are not subject to taxation.		During the billing period, the policyholder pays insurance premiums in the form of monthly mandatory payments by the 15th day of the calendar month following the month for which it is charged.

According to Table 2.5, Arkon Auto LLC pays advance payments for property tax and transport tax on a quarterly basis. VAT is paid by the company on a quarterly basis. Income tax is paid every year.

Pricing. The basis for the formation of the selling price of the goods is the import price.

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

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

Overseas expenses (Japan, Korea):

Product (car) price in Japan or Korea;

Registration of export documents, customs clearance;

Auction fees;

Delivery in 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, LLC "Arkon Auto" uses a cost-based pricing method using the "costs plus projected profit" scheme.

Here is a table in which we will consider the pricing process at Arkon Auto LLC (table 2.6).

Table 2.6 - Percentage ratio of costs to the total cost of goods

	Share in the total cost of goods,%
Car price in Japan
Preparation of export documents, customs clearance
Auction fees
Delivery within Japan
Freight to Vladivostok
Japanese partner commission

Commission of the bank

Temporary storage
Broker services
Transits
Forwarder services of the company

Ordering and delivering a car from a foreign auction is a rather laborious and long process that includes a large number of actions from different specifications. That is why it is quite relevant to use in this case the company "Arkon Auto" LLC. The commission taken by the company itself is only about 2%, which is quite insignificant if we 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. In Arkon Auto LLC this is a fixed amount of 30,000 rubles, which at the end of the transaction is credited towards the 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 company "Arkon Auto" has been and remains the selection of a car at the request of the client from auto auctions in Japan, almost all directions of the company work in this field of activity to one degree or another.

Everyone knows that there is no longer a need to buy cars personally in Japan from parking lots. A more civilized way is to buy cars via the Internet from auto auctions. Today, Arkon Auto has access to all major Japanese auctions. It was not easy to achieve this, the Japanese put forward a number of serious requirements, up to the registration of a company in Japan, the purchase of 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, its compliance with all the requirements of the client. Acceptable prices for services were also achieved due to the fact that the company directly charters the steamers and carries out all the technical work with cars only with the hands of 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 is cheaper than in the markets, but at the same time its quality is guaranteed. There is no such car, special equipment offered in the domestic market of Japan that you could not buy together with "Arkon Auto" and bring to Vladivostok. This applies to cars with both right-hand and left-hand drive, oversized cars and watercraft.

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

Prepayment

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

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

For the complete convenience of customers, the company has opened the "Car loans" direction, it is not the company's earning area, therefore, its registration in the "Arkon Auto" office does not require additional costs (in addition to bank fees).

There is one more important point that immediately inspires trust among customers. 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 already brought cars, there is also a workshop for the collection of designers, repair boxes - all in one place. Here you can always see how the company's masters work. On average, 4 steamships come a month, which deliver from 200 to 400 units of various equipment, 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. Oversized cargoes - boats, boats, special equipment are also often loaded onto the steamships "Arkon Auto".

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

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

Arkon Auto initially relies on bulk purchases. Without overestimating the cost of services, providing full guarantees, finding an individual approach to the client, the company knows that thereby earning the trust of customers who will turn to this very place for the next purchase, will 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 every day. The portrait of the company's buyer is shown in Table 2.7.

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

Portrait of a buyer of auto-moto, cargo and special equipment

an active business man aged 30-45, well versed in technology, purposefully focused on buying from the domestic market of Japan both for his own needs, his friends, as well as for further resale or delivery to other regions.

Portrait of a consumer of auto repair services

70% a man of 25-38 years old who knows who had experience in servicing a company, who knows about the main advantages of the company (the quality of bodywork and painting works, real payment terms, polite staff, discounts for regular customers up to 20%) -30% a woman of 30-40 years is independent (appreciating time and money) who wants to shift maximum worries about current repair and maintenance to the company's specialists

LLC "Arkon Auto" carries out its main activity in the city of Vladivostok. Vladivostok is a city and port in the Far East of Russia, the administrative center of Primorsky Krai, part of the Vladivostok urban district, the terminal point of the Trans-Siberian Railway. The population of the city is 622,500 (estimate as of January 1, 2013). The city is located on the coast of the Sea of Japan on the Muravyov-Amursky Peninsula.

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

So, at the beginning of 2008, the Russian car park numbered more than 30 million 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 the central part of Russia.

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

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

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

Thus, the share of foreign cars in the car fleet of Vladivostok 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 cars are Lada (4.4%), and the second place is taken by "Moskvich" (2.3%). Next are the "Zaporozhtsy", "UAZ" and "GAZs". 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. Thus, about 80% of the local vehicle fleet is cars older than 10 years, while in Moscow or St. Petersburg, “ten years” make up only 37 and 38% of the park, respectively. And the most popular brand in Moscow in 2007 (based on data on newly registered cars), in contrast to Vladivostok, was the Ford brand.

Table 2.8 - PEST analysis

PEST factors:
P - political	Stabilization of the political situation in the country. This makes it possible to begin to systematically build systems of relations between the enterprise and the external environment. The positive side of the state's activities (for society as a whole) is the strengthening of the ruble's position, control over the good quality of goods, the creation of services for standardization and certification of products. Negative side: restrictions on the import of right-hand drive vehicles, left-hand drive promotion
PEST factors:
E - economic	The main factors that negatively affect production growth are: - Rising prices for components. - the demands of the staff for an increase in wages. - rise in energy prices. Some stabilization of the economy makes it possible to move from emergency planning measures (long-term purchases of raw materials, focusing on the "momentary" buyer, reducing available funds) to drawing up long-term plans, concluding contracts with both consumers and suppliers and financial organizations. Positive economic factors are: - increased availability of loans (reduced requirements for borrowers, reduced interest rates, a shorter period for obtaining approval of the application and issuing money). - an increase in the level of income of the population, a mixture of demand from cheap goods (used cars) to high-quality ones (new cars from car dealerships).
S-sociocultural	There is no way to provide employees with the wages they deserve. Most motorists are not interested in new products that appear on the market due to the lack of financial ability to buy a new car.
T-technological	The general increase in the complexity of the design of vehicles requires more and more qualifications of personnel and the time spent on work. Tightening standards for the toxicity of vehicle exhaust gases both worldwide and in Russia. This makes maintenance and repair impossible without the use of expensive devices.

There is a positive economic environment on the market that is conducive to business development, which makes it possible to move from emergency planning to long-term planning. Factors of the technology group also have a negative impact on the company. They must be taken into account when developing a strategy. Factors of political and social groups exert some negative influence. All of them are not very predictable, but they must be taken into account when developing strategic alternatives.

The next stage of the analysis is the analysis of competitors.

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

Summit Motors CJSC (Vladivostok);

Altair-Auto LLC;

- "Triumph Auto Far East";

Pacific Auto LLC;

OOO Vostok-UAZ.

LLC "Grand Motors"

OOO 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,

Japanese auction network Aauc, USS, TAU, HirohamaCo LTD.

In strategic management, the most often used method of 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 further used to develop a strategy.

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

For the successful application of SWOT analysis of the organization's environment, it is important to be able not only to reveal threats and opportunities, but also to try to assess them in terms of how important it is for the organization to take into account each of the identified threats and opportunities in the strategy of its behavior.

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

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

After positioning the threats, it was revealed that:

A company can be in 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 state bodies, for example, an even greater increase in customs duties and taxes, an increase in transport tariffs, and a change in trade rules.

2.3 Assessment of the competitive position of LLC "Arkon Auto"

Basic information about the competitors of Arkon Auto LLC in the local market is presented in Appendix B.

Then we will assess competitors in the local market.

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

Competitors are evaluated 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 carried out on the main competitors selected for study due to the fact that these companies have a similar assortment.

Table 2.11 - Assessment of competitors in the local market

	LLC "Grand Motors"	Altair-Auto LLC	Arkon Auto LLC

2. Quality
3. Assortment
4. Delivery time
5. Location
6. Popularity
Competitiveness ratio

LLC Grand Motors = 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-Auto 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 can be seen that only by the factor "Delivery time" LLC "Arkon Auto" loses to competitors (Figure 2.8). However, in terms of price and quality, that is, indicators that have greater weight, the company benefits significantly. As a result of assessing the 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 surveyed enterprises is able to compete with Arkon Auto LLC in terms of the quality of services, quantity, assortment, and prices. Due to the fact that the demand of this market for quality services is very high and is not fully satisfied, Arkon Auto LLC can multiply the volume of sales of its products in this region.

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

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

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

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

The main strategic objectives for that period:

Business enlargement (company growth);

Expansion of the provided services;

Improving the quality of the supplied goods and services provided;

Acquisition of real estate (with production facilities) for the location of the company.

By 2003, the company's activity is a well-established company, average in relation to competitors, having partners in Japan in the form of several utilization companies of the company (Scrubs). In Japan, "Arkon Auto" is represented by a logistics department (5-7 people) located in the immediate vicinity of the Japanese partners, the leased site in the port of Fukui (temporary storage warehouse) made it possible to independently form batches for shipment to Russia (disassemble, cut for parts, carry out distillation and delivery of vehicles), accept and describe cars and equipment in preparation for shipment, monitor the delivery of goods by Japanese partners in Japan, prepare shipping documents, which in itself was a significant advantage over competitors. Complex In Russia "Arkon Auto" developed two main (at that time directions):

A parking lot for the sale of cargo and special equipment, crane installations, cargo 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 collection (replacement with obsolete auto units) begins to develop dynamically. From 2003-2008 this line of activity became the main one for the company. In 2004, the Company receives accreditation and is registered at domestic Japanese auctions to which foreign citizens and companies previously did not have access, respectively, the cars at these auctions were intended for resale with subsequent use in the Japanese domestic market, had a special evaluation system that allows them to form an idea of the state of the sold purchased car. Access to auctions allowed one of the first companies to introduce a new service for their customers - buying cars on order (the choice was made directly by the company's client in Vladivostok), a department of managers with knowledge of the Japanese language is being formed. The volume of transactions for the provision of the service “purchase of a car from an auction in Japan and delivery to Vladivostok to the company's warehouse” is growing exponentially every month. The company is moving from irregular deliveries of limited lots of cars, in the form of additional loading on ships attracted to the port of Fukui once a month, to targeted freight of vessels for the needs of regular deliveries of collected cargo to Russia (with a regularity of 1-2 vessels in 1-2 weeks Later, Kazakhstan opens its borders for 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 the delivery routes lie through the territory of the Russian Federation, this direction of work is regular in the form of 1-2 deliveries per month, was successful until Kazakhstan adopted protective duties on "right-handed" 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 in Japan to the port of Fukui.

Storage of cargo until it is dispatched from Japan.

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

Delivery 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.

Disassembly / cutting of cars.

Customs clearance in Russia.

Assembling purchased cars (constructors)

Not all areas of the company's activity developed dynamically, the company strove to develop and shape its offer in accordance with changes in customer demand. Such areas of activity as auto repair, supply and sale of auto parts existed in parallel, carrying out auxiliary functions to the main activity of the company, and such types as - selling cars from the company's warehouse, buying, supplying and selling 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 into Russia, as well as spare parts of the first complete set (in particular, car bodies). In connection with the introduction of “protective duties, the market share began to decrease and in some cases shifted in favor of the purchase of“ left-hand drive ”cars, there was a jump in prices for used cars. As a result, the cooperation of Japanese cars decreased, the preferences of buyers began to change dynamically from the purchase of used cars. luxury cars with a long service life from Moscow and Moscow Region before the purchase of a "new product" in the automobile market of Valadivostok - new and used Korean cars due to their low cost.

Currently, there is an equalization of demand with respect to the preferences of car owners who had experience in operating high-quality Japanese technology, experiments with the acquisition of well-worn cars from Moscow and Moscow Region, as well as cheap Korean cars, are on the back burner. The preferences of motorists are gradually returning to "right-handed" Japanese cars, which often bear the names of popular ones, 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 has increased 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 met by standard products.

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

In order for a differentiation strategy to be successful, the 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 that, the company offers one, and maybe several, distinctive characteristics of the product / service in accordance with the requests of buyers, and these offers should be tangible and memorable.

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

Set an increased price for a product / service;

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

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

Differentiation is successful if the costs of its implementation are covered by an increase in the price of the updated and changed product. Differentiation fails when buyers see no value in brand uniqueness in order to buy that product instead of a competitor's, and / or if the company's approach to differentiation can be easily copied and applied by competitors.

The key to a successful differentiation strategy is to create customer value in a way that is different from the competition. 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 of the buyer for the use of the company's products. The second approach is to create such characteristics of the product so that the effectiveness of its use by the consumer increases. The third approach involves giving the product features that increase customer satisfaction, but not at the expense of savings, but in some other way.

The basis of differentiation in gaining a competitive advantage is a product whose characteristics are significantly different from those of products produced by competitors.

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

Technical excellence;

The quality of the products;

Excellent customer service.

Such distinctive characteristics are widely understood by buyers and have value.

As part of the competitive strategy of Arkon Auto LLC, it is proposed to develop such a direction as car repair. Since the company's capacity, specialization, human resources, partners, the availability of equipment, special tools and equipment contributes 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 reoriented to specialization (providing one service):

Trade in new spare parts,

Sale of used spare parts (disassembly),

Trade in related products (auto chemicals, accessories),

Only car delivery.

There was an increase in revenues in the provision of repair and maintenance services, as well as the quality of 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 customers, as well as representative offices in Blagoveshchensk and Khabarovsk, a large list of services provided by the company mitigated the company's losses.

Thus, "Arkon Auto" should use targeted attraction of clients - acquaintances, partners of the company in car 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 at the enterprise and proposals for its improvement

Applied strategy - Focused
Description of the strategy	Measures used by the company as part of the implementation of this strategy
Focused strategy consists in focusing only on any segment or niche of the market, which can be determined based on geographic parameters, consumer income level, etc. At the same time, the goal of the company is to serve the buyer in the best possible way in this market segment.	Business enlargement (company growth); - expansion of the services provided; - improving the quality of the supplied goods and services provided; - the acquisition of real estate (with production facilities) for the placement of the company.
Proposed strategy - "Service differentiation"
Differentiation involves achieving a competitive advantage by creating products or services that are perceived by consumers as unique. The strategy is implemented when consumer needs and preferences cannot be satisfied with standard products or the previous composition of sellers. service differentiation is an offer of a higher and more varied level of related services	Purposeful attraction of clients - acquaintances, partners of the company in car repair - to develop a new direction - the purchase and delivery of goods from the Japanese Yahoo flea market.

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

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

Table 3.1 Plan - schedule for opening a car service enterprise, developing a new direction - buying and delivering goods from a Japanese flea market Yahoo

Particular attention is supposed to be paid to the selection of personnel, which should be carried out, if possible, from men aged up to 35-45 years with experience in this industry for at least 5 years, with at least secondary specialized education, since the installation and development of new equipment is supposed to be carried out by the personnel of the company ... Also important are such qualities of employees as the ability to learn and create, the ability to psychological adaptation in a team, sociability, etc., since the personnel factor is quite weighty in ensuring the competitiveness of the company.

Table 3.2 Traditional types of work and a range of services of the car service of LLC "Arkon auto"

Types of jobs	A set of services for the maintenance of vehicles
lubricating and filling	diagnostics
control and diagnostic	tire fitting and balancing
electrotechnical	repair of components, systems and assemblies
tire fitting and balancing	body work (welding, wallpapering, painting), etc.
assembly and disassembly	repair and refueling of the air conditioner
tin welding	restoration of the working surface of the brake disc (disc groove on both sides)
steering repair	injector flushing, injector cleaning
steering repair	Change of oil
steering system repair	wheel alignment
engine repair	brake disc repair
battery repair and charging	body repair, body work
painting	car painting
	repair of plastic bumpers
	refueling a car air conditioner
	installation of parking sensors
	car computer diagnostics
	car window tinting
	car glass armoring

In addition, the company will provide specialized services that are not available from competitors.

Table 3.3 - Specialized types of car service services of LLC "Arkon auto"

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 Arkonavto 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 the implementation of certain works in specialized companies);

reduction in rental payments;

We believe that the main method of attracting buyers of our service (of course, along with its optimal price and quality) is a competent organization of the service, which includes:

provision of service guarantees for at least 6 months. from the day the service was provided,

providing the opportunity, if necessary, to deliver the car to the place of repair,

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

the ability to provide services under direct contracts with transport companies,

maximum provision of the repair time required by the consumer,

a systematic assessment of the quality of service through questionnaires (possibly, "Guestbooks" and another form of "feedback" with consumers of services),

ensuring continuous improvement of means and methods of customer service,

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 produced by Arkon Auto LLC, the production of 4-5 billboards, advertisements in transport. At the same time, it is planned to pay special attention to a carefully thought-out text of an 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 set goals:

Installation of a sign;

Purchase of branded clothing for the personnel;

Newspaper advertisements;

Despite the fact that these measures will require additional financial costs, they will have a targeted focus, provide the company with the necessary publicity and allow generating demand from potential customers who are not yet using the services of a car service.

The cost estimate for the implementation of these activities is presented in Table 3.4.

Table 3.4 - Cost estimate for the promotion of the car service of LLC "Arkon auto"

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

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

Table 3.5 - The list of staff of the car service of LLC "Arkon auto"

Position	Salary, thousand rubles	Social security contributions (34%), thousand rubles	Payroll per year, thousand rubles	Payroll with deductions per year, thousand rubles
Accountant-cashier
Chief mechanical engineer
Diagnostic Section Mechanic - Electrician
Repair Site Locksmith
Vulcanization site mechanic
Painting site technician
Territory cleaner

Thus, the monthly labor costs are 165.5 thousand rubles, and the annual remuneration with deductions will be 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. Schedule of work of the personnel of the main technological personnel day after day. The managerial staff work schedule 5 days a week from 10 am to 5 pm. The cleaning schedule is 5 days a week from 10 am to 5 pm. Table 3.6 shows the calculation of financial investments in the implementation of the project for the purchase of a set of equipment.

Table 3.6 - Calculation of costs for the equipment of the car service of LLC "Arkon auto"

equipment identification		Cost of purchased equipment, thousand rubles
3 lifts PR-3	Hoists PR-5 with a lifting capacity of 5 tons
Stand disorder convergence AMD-520	HuntekPSP400 electronic 3D stand
Etman painting and drying chamber (Russia).	Lutro (Italy) model PSPBT
Diagnostic complex AM1-M (Russia).	Bosh (Germany) FSA 750.
Body repair equipment WelPe	CAR Bench (Italy) model Pirarha S130.
Other equipment	"EUROSIV" (Moscow)

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

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

3.3 Business case for proposed interventions

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

Table 3.7 - Forecast of sales of car service of LLC "Arkon auto"

Based on the prices for the company's services presented in the annex, the average 1 set of car service services will be 5500 rubles. It should be noted that the 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 the proceeds from the sale of these directions of work of the car service of LLC "Arkon Auto". 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%. Achievement of such indicators is quite realistic, since during this time the company will be able to declare itself on the market of personal services, generate demand from organizations and enterprises, and also acquire regular customers.

Table 3.8 - Forecast of proceeds from the sale of car service of LLC "Arkon auto"

Indicator name	2014 quarterly	2014 total

The volume of services rendered, pcs.
Average price per service unit, rub.
Total revenue. rub.

Next, let's move on to drawing up a plan of fixed and variable costs for organizing the work of the car service of Arkon Auto LLC. 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

Cost item name	Amount, thousand rubles
Variable costs
Raw materials and materials (costs for small parts and consumables)
Salary with deductions
Fixed costs
Depreciation
Other expenses (rent, utility bills, transportation costs)
Selling and administrative expenses (stationery, communications)
Full cost price including VAT
11. Fixed costs
12. Variable costs

Thus, the total cost of car service services of LLC "Arkon Auto" in 2014 will be 5620.36 thousand rubles, including fixed costs in the prime cost will be 2 110 thousand rubles, and variable costs 3510.36 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.

The main technological equipment, taking into account the commissioning costs, is worth 9671.5 rubles. will be borrowed from VTB 24 OJSC

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

Table 3.10 - Plan of receipt of profit from the sale of car service of LLC "Arkon auto", thousand rubles.

Indicator name	2014 quarterly

Revenues from sales
Full cost
Profit from sales

Net profit
Return on sales,%

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 using the following equation:

P x Q = FC + VC,

where Q is the critical sales volume, units;

P - selling price, rubles;

FC - fixed costs, rubles;

VC - variable costs, rubles / unit.

Based on this, the critical volume of sales of services of FE "Bogdanov Motor" during the first year of operation, we will calculate 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 services provided 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 is 892.42 units. Considering that the planned average sales volume is 1,097 units, the critical sales volume is 81% of this volume. Consequently, the financial strength of the planned project is (100% -81%) 29%. This allows the company, if the planned sales volume is not achieved, to reduce the production volume by about 30%. In the future, the financial strength of the enterprise will increase as the monthly volume is projected to increase.

It is believed that different values of the discount rate can be chosen for a different class of investment. In particular, investments related to maintaining the company's market positions are estimated at 6%, investments in the renewal of fixed assets - 12%, investments in order to save current costs - 15%, investments in order to increase the company's income - 20%, risky investments - 25%. Since the project of opening a car service provides for investments in the renewal of fixed assets, then according to the above recommendation, a discount rate of 12% was chosen. In conditions of inflation, the discount rate should take into account the percentage of inflation.

The adjusted discount factor is:

r = (1 + r) × (1 + i) - 1,

where i is the inflation rate; r is the 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 at an adjusted discount rate of 20%.

The project implementation period is 3 years.

The calculation of the net present value is presented in table 3.11.

Project profitability index: = 18742213.30 / 9671500 = 1.93

Simple payback period of 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

Investments

Economical effect

Discount coefficient

Discounted net profit

Net present value

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 price strategy will be based on the method of “following the leader” (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 greater number of buyers and experience in working with them. Therefore, at the initial level of activity, in this segment, we need to be like the leading competitors, study them, and subsequently, based on information about their shortcomings, form our advantages.

Table 3.12 - Sales volume for the first year

Sales volumes, RUB thous.

June (+ 0.5%)

July (+ 0.5%)

primary market

secondary market

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

By the second year, sales are expected to increase by 10% in relation 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 shaping the image of our auto parts store through those advertising methods that will reach a larger number of the audience we need.

To attract buyers and create an image of our company, such information methods will be used as:

Banner located on a 3 × 6 billboard. The billboard itself will be placed close to our store right next to a busy section of the road. Thus, we will cover a fairly wide range of car enthusiasts who will know where our store is located.

Development of a competitive strategy for the organization. Development of a competitive strategy for a trading enterprise on the example of baltterm llc

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2.1. Brief description of JSC "PPRZ"

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Chapter 4. Economic efficiency of the proposed measures

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Bibliography

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Introduction

1. Features of the development of a competitive strategy of the organization

1.1 The concept of the competitive strategy of the organization and the factors influencing its formation

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

1.3 Implementation of the organization's competitive strategy

2. Analysis of the competitive strategy of LLC "Arkon Auto"

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

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

2.3 Assessment of the competitive position of LLC "Arkon Auto"

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

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

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

3.3 Business case for proposed interventions

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