Introduction

competition economic managerial

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

Particular attention in the development of competitiveness strategies is paid to the creation of competitive advantages. Another important direction in the strategy of competitiveness is the achievement of economic superiority over competitors by reducing the costs of production, marketing, 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 for an organization on the example of Arkon Auto LLC".

The purpose of the study is to develop a competitive strategy for Arkon Auto LLC, 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:

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

-to study modern approaches to the analysis and evaluation of the organization's strategy;

-give methods for analyzing the strategy of the competitive strategy of the organization 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 increase the competitive position of Arkon Auto LLC;

-propose an action plan for the implementation of the competitive strategy of the enterprise and give an economic justification for the effectiveness of its implementation.

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

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

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

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

The economic and mathematical apparatus for assessing competitiveness is presented in the works of Gurkov, I.B. Berezhnoy, V.I., Fursov, V.A., Berezovskaya, A.V. 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 economics specialists, affecting the problems of competitiveness and strategic management at the micro level.

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

The information and empirical base of the study was made up of monographic studies of domestic and foreign authors; financial statements, Internet electronic resources.

1. Features of the development of the 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, strategy is a specific long-term plan to achieve some goal, and strategy development is the process of finding some goal and drawing up a long-term plan. This approach is based on the fact that all emerging changes are predictable, the processes occurring in the environment are deterministic and can be fully controlled and managed.

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

The second type of strategies include the following:

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

infiltrate distribution networks controlled by competitors.

In business life, strategy refers to the overall concept of how an organization achieves its goals, solves its problems, and allocates the limited resources needed to do so. Such a concept (corresponding to the strategy of the second type) includes several elements

First of all, they are goal system, including the 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 goals.

Finally, the third element of the strategy are 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 needs, or provided equally to all departments 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 it becomes necessary to concentrate forces on decisive areas of activity. The second and third - in a period of calm development.

Usually, a strategy is developed for several years ahead, specified in various projects, programs, practical actions and implemented in the process of their implementation. Significant expenditure of labor and time of many people required to create an enterprise strategy does not allow it to be changed often or seriously adjusted. Therefore, it is formulated in rather general terms. This is the intended strategy.

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

For a long time there have been disputes about what is the essence of strategy - predestination or flexibility. On the one hand, the strategy involves certain obligations, so make decisions carefully. The strategy does involve making certain commitments, but this recommendation makes as much sense as the “buy low, sell high” advice. There is no answer to the question of how to ensure discretion in decisions.

Henry Mintzberg (McGill University, Montreal, 1987) has put forward the idea that the term "strategy" is practiced ambiguously. He proposed his definition of strategy within the "five P's". According to him, the strategy includes:

) plan - this concept, which 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's activities for a certain 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 the technique, i.e. tactical move, as "a maneuver with the aim of outplaying one's opponent or competitor." He notes that some companies use this strategy as a threat. In order to destabilize competitors, a company may, say, announce a price cut for its products without actually intending to do so. A manager may threaten to fire an employee if he fails to do his job, not because he really intends to carry out his threat, but because he intends to achieve improvement in work;

) 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 behavior patterns are often unconscious, i.e. spontaneous. If they are successful, then in such cases it is said that consistent behavior spontaneously led to success. Such a model is in direct opposition to planned behavior;

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

) perspective or perspective strategy - it is a course aimed at changing the culture (beliefs and perceptions, systems of looking at the world) of a certain group of people, usually members of the organization itself. Some companies want their employees to think in a certain direction as part of their success. Similar strategies are used by religious organizations such as the Anglican Church. It has a set of basic theological propositions and tends its members to accept them as the basis of their beliefs. Sermons, teachings, divine services and other cult practices are aimed at deep instillation of Christian doctrines into the minds of believers. Success comes if 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 - the image of organizational actions and management approaches used to achieve the organizational objectives and goals of the organization.

Determination of the scope of business, goal setting, determination of short-term and long-term tasks (programs), determination of 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 causes, goals, decisions and actions. All businesses (and all organizations) need to have a clear understanding of their reasons for being, their primary purpose for being, their main objectives, and (in the most fundamental way) how to achieve their goals and objectives.

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

In a free market economy, many firms will compete to meet the needs and wants of 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, and also had a clear idea of ​​\u200b\u200bhow 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, gaining their trust on repeat sales, outperforming competitors and maintaining their place in the market. Since company management began to combine short- 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 the general strategies of competition.

Cost leadership strategy. The basis of competitive advantage for cost leaders is the lower total cost of production compared to competitors. Successful operating companies - cost leaders - are exceptionally 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 efficiently operating 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 merging operations or eliminating high-cost activities in the value chain.

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

Successful differentiation allows the firm to:

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 buyer's total cost of using the company's products.

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

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

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

The strategy of optimal costs has the greatest attractiveness in terms 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 focus on a narrow part of the market. A target segment, or niche, can be defined based on geographic uniqueness, special requirements for the use of a product, or specific characteristics of a product 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 in this segment something different from competitors.

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

Using a focused strategy to compete on cost is a fairly typical business approach. Manufacturers of private label products are reducing their marketing, distribution, and advertising costs by concentrating on direct sales to retailers and chain stores that sell low-frills, discounted, branded products.

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

There are a lot of these factors. A simple model of the primary factors that must be taken into account and essentially determine the strategy is shown in Figure 1.2. The interaction of these factors is usually complex and has specific differences for the industry and the company. As a rule, the 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 - the image of organizational actions and management approaches used to achieve the organizational objectives and goals of the organization. The strategy considers the most long-term organizational causes, 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). , personnel potential, advertising efficiency, conditions of storage, transportation, packaging of products, 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 right competitive strategy, the company's management must first answer two questions. The first is how attractive the industry to which the company belongs in terms of long-term profitability. Not all industries offer equal opportunities for long-term profitability. Second, no less important - 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 largely on the company itself. At the same time, the attractiveness of an industry or region is a reflection of factors that, as a rule, a company can influence very little. Hence, a competitive strategy can make a given company (and with it, to some extent, the entire industry) more or less attractive. Thus, competitive strategy not only responds to the requirements of the environment, but also shapes this environment.

Rapid changes in the external environment of domestic enterprises stimulate the emergence of new methods, systems and approaches to managing competitiveness. The most common are methods for assessing the capabilities of competitors through special expert studies and indirect calculations based on known data. Widely used in practice for the analysis of competitors is the “reflection method”, which consists in identifying information about the company of interest from customers or intermediaries of this company. The study of competitors should be directed to the same areas that were the subject of the analysis of the potential of their 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 vector-axes.

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

A certain, clearly limited number of parameters can be chosen as the areas of activity of the enterprise and the main competitors to be assessed. 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 technical, economic and social problems, 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 quantifying 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:

-product competitiveness;

-financial condition of the enterprise;

-the effectiveness of marketing activities;

-profitability of 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 represented in the following form.

Product competitiveness. In order for a product to be of interest to the buyer, it must have certain technical, operational and economic parameters. The condition for the acquisition of goods is the compliance of these parameters with the main characteristics of the satisfied needs of the buyer. In the process of buying, the consumer selects a product, establishes distinctive features that characterize the superiority of this product over similar products of competitors 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 an organization is characterized by the ratio of own funds (K about ), which is determined by the "Instruction for the analysis of control over the financial condition and solvency of business entities" and is equal to:

Kob \u003d (IIIP + line 640 - IA) / II A), (1.1)

where III P - the result of section III of the liabilities of the balance sheet (line 490); A - the result of section I of the asset of the balance sheet (line 190); A - the result of section II of the asset of the balance sheet (line 290).

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

The 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 assessed by the ratio of commercial results and costs of marketing activities.

Data on gross income and gross costs is information contained in the accounting and financial statements of the enterprise, so obtaining such information does not cause any particular difficulties. Some difficulties arise when collecting other data, since marketing costs are more difficult to calculate, because. there is no information on printing costs, advertising costs, etc. in accounting.

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

where - evaluation of the effectiveness of marketing activities;

Marketing potential;

D c - gross income;

W m - marketing costs;

W in - gross costs.

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

where K 1- marketing research potential;

To 2- the potential of the marketing information system;

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

To 4- the potential of the enterprise's commodity policy;

To 5- the potential of the pricing process;

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

To 7- the potential of personal (personal) sales;

To 9- sales promotion potential (eg coupon sales);

To 10- the potential for shaping public opinion.

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

In order to quantify the effectiveness of the marketing activities of any industrial enterprise, it is first necessary to describe the characteristics of the sub-criteria that adequately reflect the marketing capabilities of this group of enterprises (industry). During the testing process, all sub-criteria were evaluated according to the following scale:

The enterprise does not use the marketing tool described by this sub-criterion in its marketing activities;

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

The enterprise in its marketing activities makes full use of the marketing tool described by this sub-criterion.

In order to objectively evaluate each sub-criterion, 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.

Profitability of sales. Profitability is an indicator of the economic efficiency of a business that 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 profitability of sales is a complex characteristic of the specific profitability per ruble of costs for the production of a particular type of product.

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

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

Image (brand capital) of the enterprise. According to V.A. Moshnov, 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, a trademark (the name under which a firm advertises and sells its products), as one of the marketing tools, contributes to 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. Foxol (Great Britain), R. Goldsmith (USA) and S. Brown (Ireland) confirmed the existence of regularities in a stable market (sales indicators are stable and tend to a slight annual growth) based on the assertion that consumer intentions make a purchase of any of the brands they have previously purchased are closely related to future purchasing behavior. That is, a consumer satisfied with the use of a particular brand is likely to reclaim it, and "ongoing" purchases of that brand will very likely follow. Buyers' intentions are a function of past experience and its consequences, which can be assessed as follows:

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

In this case, the importance of relationship studies is not that they predict purchases of particular brands, but that they explain why consumers buy those particular 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):

This relationship is multiplicative, since all three elements are necessary to create a successful brand. Since brand building usually begins with the presence of a good product, its perception is most often investigated using so-called "blind" tests. Then the product must have a sufficiently clear identity, the degree of which is usually assessed on the basis of indicators of directed and "spontaneous" awareness. Finally, a successful brand must have added value that instills in the consumer the feeling that the brand and product are of superior quality or preferred over competitors. Value added is measured in the form of attitude and preference surveys.

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

where - the volume of repeated applications in value terms;

The total volume of sales.

Management efficiency. V.A. Abchuk in his research defines management as the management of an organization in a market economy, and its goal is the most complete satisfaction of constantly taken into account human needs through the market mechanism of demand, supply and profit. In his opinion, the effectiveness of management is understood as its quality, which provides the organization with the 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 to:

predict the expected result - the achievement by the organization of its goal;

evaluate the actual degree of achievement of the goal;

compare different target options with each other.

The basic principle of choosing the 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 indicator (efficiency criterion) is called objective function.

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

where b i - given parameters (indicators) for solving the problem, for example, the amount of allocated resources;

in j - controlled parameters of the problem solution, i.e. those that we can change, such as 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: to find such values ​​of controlled parameters in 1,in 2,…, which for given parameters b 1, b 2,…, taking into account the unknown parameters h 1, h 2, …, provide the maximum objective function - efficiency criterion.

In a market economy, the interest of participants in the economic process to objective and reliable information about the financial condition and business activity of the enterprise has increased significantly. All subjects of market relations: owners, investors, suppliers, buyers - are interested in an unambiguous assessment of the competitiveness and reliability of their partners. Such an assessment can be obtained on the basis of a comprehensive financial analysis based on public reporting data of enterprises, which allows all participants in the economic process to control the nature and extent of changes in the company's market positions. As a component of such a comprehensive assessment, a characteristic of the effectiveness of enterprise management is used, which is usually estimated by the ratio of profit to the entire turnover of the enterprise (revenue from the sale of products (works, services) excluding VAT) and the result of other sales and non-release operations.

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

where P R - profit from the sale of products.

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

As a conclusion, we note the following. We propose to group the internal competitive advantages that determine the market position of an economic entity according to the six most significant aspects: the competitiveness of the product; 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 permanent and exhaustive. The number of components of the competitiveness of the 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 formation of the strategic behavior of an enterprise can be represented as 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, implementation of structural changes, formation of budgets;

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

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

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

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

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

The implementation phase allows you to answer the question: with 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 management features of a particular enterprise and may vary in one way or another. But basically there is the following sequence of strategy implementation: development of plans - implementation of structural changes - formation of budgets.

The organization's system of plans is a kind of materialization of planned activities, because the preparation of plans involves their thorough feasibility study.

Basic strategic plan. It describes the main direction of the company's activities and includes the corporate strategy for the long-term future. Depending on the operating conditions of the enterprise, this plan is developed for a period of 3 to 5 (10) years. It serves as a reference point 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 units from opposing the general goals of the enterprise development;

) Tactical plans for the development of specific areas of business 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 management. 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 monitoring and evaluation of performance, such plans are drawn up for a period of 1 month to a year;

) Programs and plans-projects. This group is targeted and includes approximately such programs as developing new products, penetrating new markets, conducting a large-scale advertising campaign, reducing production costs, modernizing production, saving energy, etc. 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. 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 the only consumer is the enterprise itself.

However, one development of a system of plans for the effective implementation of strategic management is considered insufficient. Here, the problem of disunity between 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, on the contrary, the withdrawal from unpromising economic zones and the closure of unprofitable industries leads to a reduction in personnel. Hence the need to successfully combine the overall strategy of the business and ways of organizational management of human resources. 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.

The harmonization of business strategy and organizational management has the following purpose:

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

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

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

)prevention of opposition and duplication of individual functions.

The next step on the path to “strategy implementation” 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 development of the enterprise and not allow opposition and inconsistency of the financial support of some departments with other plans.

"Formation of budgets" completes the stage of "strategy implementation".

Summing up, we can conclude that the essence of the formation of strategic management at an enterprise is to determine the direction of development, develop a system of measures to effectively approach the chosen benchmark, as well as evaluate and control the process of implementing 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 integrated strategic planning and management work more successfully and achieve increased efficiency in all areas of business.

The main generalizing conclusions for the chapter

1. Competitive strategy considers the most long-term organizational causes, 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). , personnel potential, advertising efficiency, conditions of storage, transportation, packaging of products, level of service and warranty service, etc.).

The definition of the business area, goal setting, the definition of short-term and long-term tasks (programs), the definition of strategy constitute the strategic plan of the company.

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

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

2. Analysis of the competitive strategy of Arkon Auto LLC

2.1 Characteristics of the activities of the enterprise Arkon Auto LLC

The organizational and legal form of the Arkon Auto company is a limited liability company. The authorized capital in the amount 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 residential areas of the city, in close proximity to the main transport routes (5 minutes drive to 100 Let Vladivostok Avenue (Federal Highway M-60), 3 minutes drive from the bypass road along Vyselkovaya street.

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

Today "Arkon Auto" offers the following services:

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

-delivery of cars, special equipment, boats 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.

-dismantling / sawing of cars, storage of cargo until shipment from Japan.

-assembly of purchased cars.

-purchase and delivery of any items on 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;

-reduction of duplication of efforts 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 results of the activities of "their" units. Responsibility for overall results only at the highest level;

-problems of interfunctional coordination;

-excessive centralization;

-increase in decision-making time due to the need for approvals;

-response 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 enshrined in job descriptions. So, the duty 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 import operations, conducting a transaction at all its stages.

Sales managers are engaged in the search for new customers, and are also directly involved in the conclusion of transactions.

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

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

The chief accountant exercises control over accounting at the enterprise, draws up accounting forms, conducts settlements with banks, suppliers and buyers, opens, maintains, changes and closes transaction passports, provides supporting documents to an authorized bank, etc.

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

Arkon Auto LLC maintains accounting records and submits financial statements to the tax authorities in 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 reliability of accounting, the annual report and the provision of other financial statements to the relevant authorities lies with the General Director of Arkon Auto LLC in accordance with the Federal Law "On Limited Liability Companies".

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

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

-Federal Law No. 164-FZ of December 8, 2003 “On the Fundamentals of State Regulation of Foreign Trade Activities”;

-other regulations.

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

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

Indicator 2010 2011 2012 Absolute deviations Growth rate, % 2011 to 2010 2012 to 2011 2011 to 2010 2012 to 2011 73102.31 Cost of products (services), thousand rubles 25346315523696262065410124.49117.15 of sold products, RUB 0.850.840.96-0.010.1299.01114.50 Profit from sales, RUB thousand 493.502.92-9.99127.6925.93

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.е. the activity of the enterprise as a whole became less efficient.

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

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

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

The sales department includes a deputy sales director 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 the following functions:

-analysis and assessment of market conditions;

-formation of an assortment plan for production according to customer orders;

-choice of distribution and distribution channels.

Sales organization includes the following functions:

)organization of storage and container facilities for finished products;

)organization of sales and delivery of products to consumers;

Control and regulation functions include:

-assessment of the results of marketing activities;

-control over the implementation of sales plans;

-statistical accounting and operational accounting and reporting of marketing activities.

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

Decisions affecting the market orientation of the enterprise, all divisions of the enterprise are made 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 departments 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 divisions 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 for the enterprise as a whole and individual product groups of long-term and current marketing plans 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 the orientation towards market activity, recommendations for improving the efficiency of the enterprise, etc.;

-creating the image of a successful and reliable company.

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

with production department;

with the logistics department.

Thus, to ensure the effectiveness of sales activities at the enterprise, all the necessary conditions have been created: the department is fully staffed with relevant specialists who have the opportunity to cooperate with other departments 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 orders for the supply of products from customers.

Here are the main directions for increasing the efficiency of the sales strategy of Arkon Auto LLC.

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

The enterprise plans to move to the implementation of a new marketing strategy for products and sales methods, providing for:

creation of a dealer network;

analysis of the level of effective demand for goods;

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

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

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 Content and characteristics 1. System-wide - the Charter is a comprehensive document designed to consolidate the status of the organization. - Inner order rules - this is a local regulatory act of the organization that regulates in accordance with the Labor Code of the Republic of Belarus and other laws: the procedure for hiring and dismissing employees; basic rights, duties and responsibilities of the parties to the employment contract; mode of operation; 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; - regulation on the department - a legal act that establishes the status, functions, rights, duties and responsibilities of structural units.

Final controlcarried 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 there is a comparison of the planned profit with the received, staff turnover, etc.

The management of Arkon Auto LLC conducts an analysis of the actual results obtained and the required results and evaluates how realistic their 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 the final control is to promote motivation, since the wages of most employees directly depend on the performance of the organization.

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

Consider the number of accepted reports and sent for revision in 2011-2012. (table 2.3).

Table 2.3 - Number of reports accepted and sent for revision

Departments20112012DeviationAccepted the first timeSent for revisionAccepted the first timeSent for revisionAccounting39026401381112Marketing Department15051204-30-1Production Department20114240293915TOTAL959949841272533

Table 2.3 shows that in 2012 the growth of reports sent for revision is higher than the growth of reports accepted in 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 use of the emerging free functionality in the structure of the distribution of duties.

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

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

sales structure. Arkon Auto LLC imports goods from Japan and Korea. At the same time, goods from Japan dominate in the geographical structure of deliveries, 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 release in Russia of a technical regulation that establishes more stringent requirements for vehicle characteristics, as well as due to an increase in duties on used imported cars. The growth in deliveries from Korea is also due to the fact that the South Korean auto industry in recent years has increased the pace of production and strengthened the requirements for the quality of its products.

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

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

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

When applying for a job, applicants, depending on what position they apply for, have certain requirements.

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

All employees have employment contracts. An employment contract is nothing more than an agreement between an employer and an 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, all employees of Arkon Auto LLC have job descriptions corresponding to their profession, employment contracts have been concluded with all employees.

All employees receive a salary, i.е. fixed salary agreed in the employment contract.

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

Thus, the salary of employees of Arkon Auto LLC consists of the basic salary and allowances.

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

Declarants of LLC "Arkon Auto" take part in the seminars, which contributes to the improvement of their professional skills.

Table 2.4 - The amount of the Far East allowance

Age and length of service of employees Far East allowance rate, % For employees under 30 years of age with continuous work experience in the area: From 6 months to 1 year10 From 1 year to 1.5 years20 More than 1.5 years30 For employees over 30 years of age: From 1 year up to 3 years10From 3 to 5 years20More than 5 years30

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 Arkon Auto LLC for 2012

Name of tax Tax base Rate Deadline for payment Federal taxes VAT Cost of goods (works, services) calculated on the basis of market prices 18% 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 declaration to the tax authorities within a period not later than the 20th day of the month following the expired quarter.Corporate income taxmonetary expression of profit subject to taxation20%The tax for the year is paid no later than March 28 of the next year. During the reporting period, taxpayers calculate the amount of the monthly advance payment: in the 1st quarter of the year = advance payment payable 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 following the results of half a year - advance payment following the results of the first quarter). in the 4th quarter of the year = 1/3 × (advance payment for the results of nine months - advance payment for the results of half a 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. 13% Tax agents transfer tax amounts no later than the day of actual receipt of cash from the bank to pay income or the day of transfer of income to the taxpayer's bank account. periods - the first quarter, six months, nine months no later than 30 days from the end date of the reporting period. current n tax period in the amount of one fourth of the annual amount of transport tax. The difference between the amount calculated according to 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. benefit of individuals, except for amounts not subject to taxation. 26% During the billing period, the insured 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 makes quarterly advance payments for property tax and transport tax. 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 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 in which the cost of goods will be minimal.

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

Spending abroad (Japan, Korea):

-price of goods (car) in Japan or Korea;

-registration of export documents, customs clearance;

-auction fees;

-delivery within Japan (Korea);

-freight to Vladivostok;

-commission of a foreign partner;

-bank commission for transferring funds in the amount of 0.2%.

Costs in Russia:

Duty;

-bank commission 0.65%;

Agreement;

-temporary storage warehouse services;

-services of a customs broker;

transits;

-services of forwarding agents LLC "Arkon Auto";

-commission of Arkon Auto LLC.

Thus, Arkon Auto LLC uses a costly pricing method, applying the “costs plus planned profit” scheme.

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

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

Cost categoriesShare in the total cost of goods, %Car price in Japan57Preparation of export documents, customs clearance>1Auction fees>1Delivery within Japan>1Freight to Vladivostok>1Japanese partner commission>1Duty29Bank commission>1Agreement>1Temporary storage warehouse>1Broker services>1Transit<1Услуги экспедиторов компании>1

Ordering and delivering a car from a foreign auction is a rather laborious and lengthy process, which includes a large number of actions from different specifications. That is why the use of Arkon Auto LLC in this case is quite relevant. The commission that the company takes itself is only about 2%, which is quite insignificant if we take into account the fact that it takes 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 to the payment of the final cost of the car. And also the client must complete and sign some documents, such as:

-an agreement with Arkon Auto LLC on the provision of services;

-contract of sale;

Act.

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

Everyone knows that it is no longer necessary to buy cars in person in Japan from parking lots. A more civilized way is to buy cars via the Internet from auto auctions. To date, 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 customer requirements. An acceptable price for services was also achieved due to the fact that the company directly charters steamships and only the hands of its own personnel carry out all technical work with cars, which reduces the risk of damage to cargo, its theft and contributes to the timely detection of "marriage".

As a result, it often turns out that a car purchased through Arkon Auto is cheaper than in the markets, but its quality is guaranteed. There is no such vehicle, special equipment offered on 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 and left hand drive, oversized cars and water equipment.

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

Prepayment

-payment of the cost of the car and the cost of delivery to Vladivostok after purchase in Japan

-full payment of the customs fee and company services directly upon receipt of the car.

For the complete convenience of customers, the company has opened the direction "Car loans", it is not the area of ​​\u200b\u200bthe company's earnings, therefore, its registration at the office of "Arkon Auto" does not require additional costs (in addition to bank fees).

There is another important point that immediately inspires confidence among customers. The company's office is located in the same place where the company deploys 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 masters of the company work. On average, 4 steamships come in 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 customers who simply use the services of transporting goods purchased on their own. Just as often, Arkon Auto ships are loaded with bulky cargo - boats, boats, special equipment.

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

Delivery to the company's representative offices in Khabarovsk and Blagoveshchensk is carried out on the company's car carriers, which ensures the shortest delivery time of the car to the client. An additional fee is not charged when a client buys a car from any other city in Russia, in addition to delivery. Delivery is also carried out by rail.

The Arkon Auto company initially focuses on mass purchases. Without overestimating the cost of services, providing full guarantees, finding an individual approach to the client, the company knows that in doing so they earn the trust of customers who will turn to this company for their next purchase and recommend the company to their friends and colleagues. That is why Arkon Auto has a large circle of regular wholesale customers, which is expanding daily. The portrait of the buyer of the company is presented in table 2.7.

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

Portrait of a buyer of auto-moto, cargo and special equipment business active man aged 30-45, well versed in technology, purposefully oriented to purchase from the domestic market of Japan both for his own needs, his friends, as well as for further resale or delivery to others. regions. Portrait of a consumer of car repair services 70% male 25-38 years old, knowledgeable, experienced in servicing the company, aware of the main advantages of the company (quality of bodywork and painting works, real payment terms, polite staff, discounts for regular customers up to 20%) -30% independent woman aged 30-40 (who appreciates time and money) who wants to shift maximum care for current repairs and maintenance to the company's specialists

LLC "Arkon Auto" carries out its main activities in Vladivostok. Vladivostok is a city and port in the Far East of Russia, the administrative center of the Primorsky Territory, part of the Vladivostok City District, the end point of the Trans-Siberian Railway. The city's population is 622,500 (est. 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 "Avtostat" studied 170 cities with a population of over 100 thousand people. They analyzed the structure of the fleet by year of manufacture, by major brands.

So, at the beginning of 2008, the Russian car park consisted of more than 30 million cars. It turned out that it takes root mainly due to the northern and eastern regions. The Far East, it turns out, live much better than the inhabitants 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 officially 622.5 thousand people live in the regional center. That is, more than half of the city gets into cars every day.

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

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

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

Quantitative indicators are clearly not in favor of Russian brands, whose share of cars does not exceed 11% of the total. The most popular are Lada cars (4.4%), followed by Moskvich (2.3%). Next come the "Zaporozhets", "UAZs" and "GAZs". All other brands (European, American and South Korean) occupy only three percent of the local 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 Russian cities. So, about 80% of the local car fleet are cars older than 10 years, despite the fact that in Moscow or St. Petersburg "decades" make up only 37 and 38% of the fleet, 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: Influence: P - political Stabilization of the political situation in the country. This makes it possible to begin to systematically build a system of relations between the enterprise and the external environment. The positive side of the state's activity (for society as a whole) is the strengthening of the position of the ruble, 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 cars, promotion of left-hand drive PEST-factors: Influence: E - economic The main factors that negatively affect production growth are: - rising prices for components. - Demands from staff for higher wages. - rising energy prices. Some stabilization of the economy makes it possible to move from emergency planning measures (long-term purchases of raw materials, focus on the "momentary" buyer, reducing free funds) to drawing up long-term plans, concluding contracts, both with consumers and with suppliers and financial organizations. Positive economic factors are: - increased availability of loans (reduction of requirements for borrowers, reduction of interest rates, shortened period for obtaining approval of an application and issuing money). - an increase in the income level 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 salary they deserve. Most motorists do not show interest in emerging new products on the market due to the lack of financial ability to buy a new car. T-technological The general complication of car design requires more and more staff qualifications and time spent on work. Tightening standards for the toxicity of vehicle exhaust gases both worldwide and in Russia. This makes it impossible to maintain and repair 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 measures to drawing up long-term plans. Factors of the technological group also have a negative impact on the enterprise. They must be taken into account when developing a strategy. Factors of political and social groups have some negative influence. All of them are hardly predictable, but must be taken into account when developing strategic alternatives.

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

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

-CJSC "Summit Motors" (Vladivostok)";

-OOO "Altair-Auto";

-"Triumph Auto Far East";

-LLC "Pacific Auto";

-OOO Vostok-UAZ.

-OOO "Grand Motors"

-Champion-Vladivostok LLC

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

Suppliers. The main suppliers of Arkon Auto LLC are:

mihairuco ltd Japan,

-network of Japanese auctions Aauc, USS, TAU, HirohamaCo LTD.

In strategic management, the method of analyzing the organization's environment, called SWOT analysis, is most often used. By applying 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 must be taken into account that opportunities and threats can turn into their opposites.

For the successful application of a SWOT analysis of the organization's environment, it is important to be able not only to uncover threats and opportunities, but also to try to evaluate 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 the matrices of opportunities and threats is most often used (see Appendix B).

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

After positioning the threats, it was revealed that:

-either the entry into the industry of a large number of competitors and a radical change in the tastes of consumers can lead to a critical state of the firm;

-restrictive government policies, such as further increases in customs fees and duties, increases in transport tariffs, changes in trade rules, can lead to the destruction of a company or its exit from the industry.

2.3 Assessment of the competitive position of Arkon Auto LLC

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

Then we will evaluate competitors in the local market.

It should be noted that the competition in this market is very tough. Such services are 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 evaluate competitors, a study was selectively conducted on the main competitors selected for study due to the fact that these companies have a similar assortment.

Table 2.11 - Evaluation of competitors in the local market

FactorsLLC "Grand Motors" LLC "Altair-Avto" LLC "Arkon Auto" LLC "Authoritet-Avto"1. Price 11552. Quality45553. Assortment 34554. Delivery time55225. Location55526. Popularity5551Competitiveness ratio0.5170.60.780.725

Grand Motors LLC = 1 × 0,3 + 0,3 × 4 + 0,2 × 3 + 0,1 × 5+ 0,05 × 5 + 0,05 × 5 = (0,3 + 1,2 + 0,6 + 0,5 + 0,25 + 0,25) / 6 = 0,517

Altair-Avto LLC = (0.3 × 1 + 0,3 × 5 + 0,2 × 4 + 0,1 × 5 + 0,05× 5 + 0,05 × 5) / 6= (0,3 + 1,5 + 0,8 + 0,5 + 0,25 + 0,25) / 6 = 0,6

Arkon Auto LLC = (5 × 0,3 + 5× 0,3 + 0,2 × 5 + 0,1 × 2+ 0,05 × 5+ 0,05 × 5) /6 = (0,9 + 1,2 + 0,8 + 0,5 + 0,25 + 0,25) / 6 = 0,78

Avtoritet-Avto LLC = (5 × 0,3 + 5× 0,3 + 5 × 0,2 + 2 × 0,1 + 0,05 × 2 + 0,05 × 1) / 6 = (1,5 + 1,5 + 1 + 0,2 + 0,1 + 0,05) / 6 = 0,725

From the above calculations, it can be seen that only in terms of the “Delivery time” factor, Arkon Auto LLC loses to competitors (Figure 2.8). However, in terms of price and quality, that is, indicators that have a greater weight, the company wins 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, assessment of the competitive environment, it was concluded that none of the enterprises under study is able to compete with Arkon Auto LLC both in terms of the quality of services, quantity, range, and prices. Due to the fact that the need 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 products, Arkon Auto LLC must actively use marketing tools: advertising, discounts, etc., expand the market, sales markets.

3. Development of a competitive strategy for Arkon Auto LLC

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

The Arkon Auto company began to develop in the mid-90s, then its founders took cars and trucks for their use, acquaintances, for the purpose of subsequent resale, and spare parts for sale that were purchased at car parks in 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, car tires, the company's sales begin to be regular, regular customers of the company appear, demand is formed, and prerequisites are created for the formation of capital .

The main strategic objectives for that period:

-business consolidation (company growth);

-expanding the services provided;

-improving the quality of the goods supplied and the services provided;

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

By 2003, the company's activities are average in relation to competitors, a well-established company with partners in Japan in the form of several recycling companies of the company (Scrubs). In Japan, Arkon Auto is represented by a logistics department (5-7 people) located in close proximity to Japanese partners, a rented site in the port of Fukui (temporary storage warehouse) made it possible to independently form batches for shipment to Russia (disassemble, saw for spare parts, transport and delivery of vehicles), accept and describe vehicles and equipment in preparation for shipment, monitor the delivery of goods by Japanese partners in Japan, prepare 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 trucks 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 completeness of engines and bodies with subsequent collection (replacement with obsolete auto units) begins to develop dynamically. From 2003-2008, this direction of activity became the main one for the company. In 2004, the Company receives Accreditation and registers at domestic Japanese auctions to which foreign citizens and companies had no access before, respectively, the cars at these auctions were intended for resale with subsequent use in the domestic market of Japan, had a special evaluation system that allows 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 its customers - buying cars on order (the choice was made directly by the company's client in Vladivostok), a department is being formed from managers with knowledge of the Japanese language. The volume of transactions for the provision of services for "purchasing a car from an auction in Japan and delivering it to the company's warehouse in Vladivostok" is growing exponentially every month. The company is moving from irregular deliveries of limited batches of vehicles, in the form of additional loading of vessels attracted to call at the port of Fukui once a month, to purposeful charter of vessels for the needs of regular deliveries of assembled 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 in Japan from Kazakhstan who want to automate their work, since the supply routes lie through the territory of the Russian Federation, this area of ​​​​work is regular in the form of 1-2 deliveries per month, was successful until the adoption by Kazakhstan of 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 shipment 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.

-dismantling / sawing cars.

-customs clearance in Russia.

-assembly of purchased cars (constructors)

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

In 2008, new customs legislation came into force, which significantly adjusted customs fees for vehicles imported into Russia, as well as spare parts of the first completeness (in particular, car bodies). In connection with the introduction of “protective duties, the market share began to decrease and in some cases shift 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 acquisition of used cars. executive class cars with a long service life from Moscow and Moscow Region until the acquisition of a "new product" in the automotive market of Valadivostok - new and used Korean cars due to their low cost.

Currently, demand is leveling off relative to the preferences of car owners who have experience in operating high-quality Japanese equipment, experiments with the purchase of battered cars from Moscow and the Moscow Region, as well as cheap Korean cars, are fading into the background. The preferences of motorists are gradually returning to "right-handed" Japanese cars, which are often called folk cars, but due to the high cost of cars in Japan of "passing years" (from three to five years inclusive) and duties on them, the growth of cooperation dynamics with this category of cars not significant.

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

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

In order for a differentiation strategy to be successful, a company must study the needs and behavior of customers, 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, or maybe several, distinctive characteristics of the product / service in accordance with customer requests, and these proposals must be tangible and memorable.

Competitive advantage arises when a significant number of buyers become interested in the offered differentiated attributes and characteristics of the product. The greater the interest of buyers in the various characteristics of the products offered, 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);

-win customer loyalty to your brand (because some customers become very attached to additional product features).

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 the brand's uniqueness to buy that product over competitors' and/or if a 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 buyer's total cost of using the company's products. The second approach is to create such features of the product to increase the effectiveness of its use by the consumer. The third approach involves giving the product features that increase the degree of consumer 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, the characteristics of which differ significantly from the characteristics of the goods produced by competitors.

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

-technical excellence;

-product quality;

-excellent customer service.

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

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

This choice is due to the fact that when the market was lost in 2008 (after the adoption of protective duties on the designer), the market 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 made a reorientation towards specialization (provision of one service):

-trade in new parts,

-used spare parts trade (disassembly),

-trade in related products (auto chemicals, accessories),

-car delivery only.

There has been an increase in revenues in the provision of repair and maintenance services, as well as the quality of services provided has not increased.

All companies were forced to face a decrease in the number of employees, except for Arkon Auto, due to a large client base of predominantly 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 the purposeful attraction of customers - acquaintances, partners of the company in car repair, as well as develop a new direction - the purchase and delivery of goods from the Japanese Yahoo flea market.

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

Applied strategy - "Focused"Characteristic of the strategyMeasures used by the company in the framework of the implementation of this strategyFocused strategy is to focus only on some segment or niche of the market, which can be determined based on geographical parameters, income level of consumers, etc. The goal of the company is to serve the customer in the given market segment in the best possible way. - business consolidation (company growth); - expanding the services provided; - improving the quality of the goods supplied and the services provided; - acquisition of real estate (with industrial premises) to house the company. The proposed strategy is "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 goods or the previous composition of sellers. service differentiation is the offer of a higher and more diverse level of related services - purposeful attraction of customers - acquaintances, partners of the company in car repair - develop a new direction - 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 the opening of a car service.

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

Name of the eventResponsible, positionTermCollection and execution of documentsDirector of the enterprise10.02.2014-02.02.2014Selection and hiring of personnelDirector of the enterprise10.02.2014-02.02.2014Procurement of equipmentHead of the production department .2014

Particular attention is supposed to be paid to the selection of personnel, which should be carried out, if possible, from men under the age of 35-45 years with at least 5 years of experience in this industry, with an education of at least secondary specialized, 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 be creative, the ability to adapt psychologically in a team, sociability, etc., since the personnel factor is quite significant in ensuring the competitiveness of the company.

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

Types of workComplex of services for the maintenance of vehicles lubrication and refuelingdiagnostics control and diagnostictire fitting and balancingelectrotechnicalrepair of units, systems and assembliestire fitting and balancingbody work (welding, wallpaper, painting) and other assembly and dismantlingrepair and refueling of air conditioningtin and welding restoration of the working surface of the brake disc (groove of the disc on both sides) repair of steering injector cleaning, cleaning of injectors steering repair oil change steering system repair wheel alignment engine repair brake disc repair repair and charging of accumulators body repair, bodywork painting painting auto repair of plastic bumpers car air conditioning filling installation of parking sensors computer diagnostics of a car car window tinting

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

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

Types of workComplex of car maintenance servicesEngine tuningReplacing the camshaft, replacing the piston group connecting rod, finalizing the preparation of the cylinder blockTuning the gearboxReplacing the main pair, replacing rows, installing a lockSuspension tuningReplacing standard shock absorbers and springs, replacing suspension units

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 car service center 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 of rent payments;

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

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

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

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

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

maximum provision of the necessary repair time for the consumer,

systematic assessment of the quality of service through questionnaires (possibly, "Books of reviews" and other forms 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 provided by the Arkon auto service center LLC, the production of 4-5-billboards, advertisements in transport. Particular attention is planned to be paid to the carefully thought-out text of the appeal to consumers, suitable design, attracting attention and emphasizing 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 selected to achieve the goals:

-installation of a sign;

-purchase of branded clothing for staff;

-newspaper ads;

Despite the fact that these activities will require additional financial costs, they will be targeted, 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 - Estimated costs for the promotion of the car service of Arkon Auto LLC

EventAmount, rub.Production and placement of black and white advertisements (A4 format)2,000Production and placement of signboards7,500Advertisement in print media5,000Sewing branded clothing for staff9 x 1,200 = 10,800Total25,300

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

The planned number of the firm's staff is 7 people. The composition of the staff, as well as the planned labor costs are reflected in table 3.5.

Table 3.5 - Staffing of the car service of Arkon Auto LLC

PositionNumber of Salary, thousand rubles Social contributions (34%), thousand rubles Payroll per year, thousand rubles Payroll with deductions per year, thousand rubles diagnostics - electrician19,16,494229,2307,4419,1Mechanic of repair area206,8240321,620Mechanic of vulcanization area206,8240321,620Technician of painting area206,8240321,620Cleaner6,52,2178104,526.5Total52,9041862,225

Thus, the monthly labor costs amount to 165.5 thousand rubles, the annual salary with deductions will amount to 2502.36 thousand rubles. The planned work schedule of the Arkon auto service center is from 9:00 to 21:00, 7 days a week, 365 days a year. The schedule of work of the personnel of the main technological personnel day after day. The work schedule of management personnel is 5 days a week from 10:00 to 17:00. The cleaning schedule is 5 days a week from 10:00 to 17:00. Table 3.6 presents the calculation of financial investments in the implementation of the project for the acquisition of a set of equipment.

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

Name of equipment Cost of purchased equipment, thousand rubles .Bosh (Germany) FSA 750.700Equipment for body repair WelPeCAR Bench (Italy) modelPirarha S130.1500Other equipmentEVROSIV (Moscow)3000Total8410

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 activities

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

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

Name of indicator 2014 quarterly 2014 total 201520161234Pessimistic forecast of the volume of services rendered, pcs.50200267279796890990Realistic forecast of the volume of services rendered, pcs.

Based on the prices for the services of the enterprise presented in the appendix, the average 1 complex 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.

Let's make a forecast of revenue from the implementation of these areas of work of the car service 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%. Achieving such indicators is quite realistic, since during this time the company will be able to make itself known in the consumer services market, generate demand from organizations and enterprises, and also acquire regular customers.

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

Indicator 2014 quarterly 2014 total 201520161234Volume of rendered services, pcs.67300331399109714451656Average price per service unit, rub. rub.368 5001 650 0001 820 5002 194 5006 033 5007 225 0009 108 000

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

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

Name of cost item Amount, thousand rubles Variable expenses 3510.36 Raw materials and materials (costs for small spare parts and consumables) 1008 Salaries with deductions 2502.36 Fixed expenses 2110 Depreciation 1682 Other expenses (rent, utility bills, transportation costs) 402.7 Commercial and administrative expenses (stationery, communications )25.3Full cost including VAT5620.3611. Fixed costs1 693.7012. Variable costs3,951.96

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

In the next two years, the full 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 commissioning costs, worth 9671.5 rubles. will be taken on credit from OJSC VTB 24

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

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

Наименование показателя2014 год поквартально2014 всего201520161234Выручка от реализации368 5001 650 0001 820 5002 194 5006 033 5007 2259 108 000Полная себестоимость1 405 0901 405 0901 405 0901405 0905 620 3606 210 0007 057 000Прибыль от реализации-1 036 590244 910415 410789 410413 1401 015 0002 051 000УСНО, 15% 036 736.562 311.5118 411.561 917152 250307 650 %012,6219,4030,585,8211,9419,14

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 \u003d FC + VC,

where Q - critical sales volume, units;

P - selling price, rub.;

FC - fixed costs, rub.;

VC - variable costs, rub./unit.

Proceeding from this, the critical volume of sales of services of IP "Bogdanov Motor" during the first year of operation, we calculate based on the following data:

unit price of services - 5500 rubles;

variable costs per unit of production - 3600 rubles;

fixed costs - 1693700 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 (u)

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

It is believed that different values ​​of the discount rate can be chosen for a different class of investments. In particular, investments related to maintaining the company's market position are valued at a rate of 6%, investments in the renewal of fixed assets - 12%, investments to save current costs - 15%, investments 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, according to the above recommendation, a discount factor of 12% was chosen. In the context 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 - inflation rate; r - discount rate.

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

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

The project implementation period is 3 years.

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

Project Profitability Index:= 18742213.30/9671500= 1.93

Simple payback period of the project:

PP \u003d 9671500 / (18742213.30 / 3) \u003d 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.

ПериодИнвестицииЭкономический эффектКоэффициент дисконтированияДисконтированная чистая прибыльЧистый дисконтированный доходГоды09671500010-9671500105 0480830,833333342067364206736206 0528190,69444442033444203344307 641 3100,57870444220574422057Всего967150018 742 213,30-128321373160637

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

The pricing strategy will be based on the 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 larger number of buyers and experience in working with them. Therefore, at the initial level of activity, in this segment, we need to be like 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 thous. (+0.5%) March (+1%) Apr. (+1.5%) May (+1%) June (+0.5%) July (+0.5%) Aug. (+0.5%)Sep. (+1%)Oct. (+1.5%)nbr. (+1.5%)Dec. (+0.5%)primary market670673,4680,1690,2696,9700,3703,4706,7713,4723,5733,6738secondary market630633,2639,5649655,3658,5661,7664,9671,2680,7690,2693.4

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

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

Table 3.13 - Sales volume for the second and third years

Sales volume thousand rubles2 year3 (+5%)1 quarter (+1.5%)2 quarter (+2%)3 quarter (+1.5%)4 quarter (+2%)primary market2247.212291 ,492324.723699949.8secondary market2111.421532184.22225.89345.8

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

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

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

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Introduction

competition economic managerial

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

Particular attention in the development of competitiveness strategies is paid to the creation of competitive advantages. Another important direction in the strategy of competitiveness is the achievement of economic superiority over competitors by reducing the costs of production, marketing, 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 for an organization on the example of Arkon Auto LLC".

The purpose of the study is to develop a competitive strategy for Arkon Auto LLC, 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 influence its formation

To study modern approaches to the analysis and evaluation of the organization's strategy;

Give 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;

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

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

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

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

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

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

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

The economic and mathematical apparatus for assessing competitiveness is presented in the works of Gurkov, I.B. Berezhnoy, V.I., Fursov, V.A., Berezovskaya, A.V. 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 economics specialists, affecting the problems of competitiveness and strategic management at the micro level.

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

The information and empirical base of the study was made up of monographic studies of domestic and foreign authors; financial statements, Internet electronic resources.

1. Features of the development of the 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, strategy is a specific long-term plan to achieve some goal, and strategy development is the process of finding some goal and drawing up a long-term plan. This approach is based on the fact that all emerging changes are predictable, the processes occurring in the environment are deterministic and can be fully controlled and managed.

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

The second type of strategies include the following:

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

infiltrate distribution networks controlled by competitors.

In business life, strategy refers to the overall concept of how an organization achieves its goals, solves its problems, and allocates the limited resources needed to do so. Such a concept (corresponding to the strategy of the second type) includes several elements

First of all, they are goal system, including the 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 goals.

Finally, the third element of the strategy are 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 needs, or provided equally to all departments 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 it becomes necessary to concentrate forces on decisive areas of activity. The second and third - in a period of calm development.

Usually, a strategy is developed for several years ahead, specified in various projects, programs, practical actions and implemented in the process of their implementation. Significant expenditure of labor and time of many people required to create an enterprise strategy does not allow it to be changed often or seriously adjusted. Therefore, it is formulated in rather general terms. This is the intended strategy.

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

For a long time there have been disputes about what is the essence of strategy - predestination or flexibility. On the one hand, the strategy involves certain obligations, so make decisions carefully. The strategy does involve making certain commitments, but this recommendation makes as much sense as the “buy low, sell high” advice. There is no answer to the question of how to ensure discretion in decisions.

Henry Mintzberg (McGill University, Montreal, 1987) has put forward the idea that the term "strategy" is practiced ambiguously. He proposed his definition of strategy within the "five P's". According to him, the strategy includes:

) plan - this concept, which 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's activities for a certain 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 the technique, i.e. tactical move, as "a maneuver with the aim of outplaying one's opponent or competitor." He notes that some companies use this strategy as a threat. In order to destabilize competitors, a company may, say, announce a price cut for its products without actually intending to do so. A manager may threaten to fire an employee if he fails to do his job, not because he really intends to carry out his threat, but because he intends to achieve improvement in work;

) 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 behavior patterns are often unconscious, i.e. spontaneous. If they are successful, then in such cases it is said that consistent behavior spontaneously led to success. Such a model is in direct opposition to planned behavior;

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

) perspective or perspective strategy - it is a course aimed at changing the culture (beliefs and perceptions, systems of looking at the world) of a certain group of people, usually members of the organization itself. Some companies want their employees to think in a certain direction as part of their success. Similar strategies are used by religious organizations such as the Anglican Church. It has a set of basic theological propositions and tends its members to accept them as the basis of their beliefs. Sermons, teachings, divine services and other cult practices are aimed at deep instillation of Christian doctrines into the minds of believers. Success comes if 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 - the image of organizational actions and management approaches used to achieve the organizational objectives and goals of the organization.

Determination of the scope of business, goal setting, determination of short-term and long-term tasks (programs), determination of 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 causes, goals, decisions and actions. All businesses (and all organizations) need to have a clear understanding of their reasons for being, their primary purpose for being, their main objectives, and (in the most fundamental way) how to achieve their goals and objectives.

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

In a free market economy, many firms will compete to meet the needs and wants of 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, and also had a clear idea of ​​\u200b\u200bhow 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, gaining their trust on repeat sales, outperforming competitors and maintaining their place in the market. Since company management began to combine short- 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 the general strategies of competition.

Cost leadership strategy. The basis of competitive advantage for cost leaders is the lower total cost of production compared to competitors. Successful operating companies - cost leaders - are exceptionally 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 operating 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 merging operations or eliminating high - cost activities in the value chain .

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

Successful differentiation allows the firm to:

Set an increased price for a product / service;

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 buyer's total cost of using the company's products.

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

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

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

The strategy of optimal costs has the greatest attractiveness in terms 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 focus on a narrow part of the market. A target segment, or niche, can be defined based on geographic uniqueness, special requirements for the use of a product, or specific characteristics of a product 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 in this segment something different from competitors.

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

Using a focused strategy to compete on cost is a fairly typical business approach. Manufacturers of private label products are reducing their marketing, distribution, and advertising costs by concentrating on direct sales to retailers and chain stores that sell low-frills, discounted, branded products.

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

There are a lot of these factors. A simple model of the primary factors that must be taken into account and essentially determine the strategy is shown in Figure 1.2. The interaction of these factors is usually complex and has specific differences for the industry and the company. As a rule, the 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 - the image of organizational actions and management approaches used to achieve the organizational objectives and goals of the organization. The strategy considers the most long-term organizational causes, 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). , personnel potential, advertising efficiency, conditions of storage, transportation, packaging of products, 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 right competitive strategy, the company's management must first answer two questions. The first is how attractive the industry to which the company belongs in terms of long-term profitability. Not all industries offer equal opportunities for long-term profitability. Second, no less important - 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 largely on the company itself. At the same time, the attractiveness of an industry or region is a reflection of factors that, as a rule, a company can influence very little. Hence, a competitive strategy can make a given company (and with it, to some extent, the entire industry) more or less attractive. Thus, competitive strategy not only responds to the requirements of the environment, but also shapes this environment.

Rapid changes in the external environment of domestic enterprises stimulate the emergence of new methods, systems and approaches to managing competitiveness. The most common are methods for assessing the capabilities of competitors through special expert studies and indirect calculations based on known data. Widely used in practice for the analysis of competitors is the “reflection method”, which consists in identifying information about the company of interest from customers or intermediaries of this company. The study of competitors should be directed to the same areas that were the subject of the analysis of the potential of their 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 vector-axes.

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

A certain, clearly limited number of parameters can be chosen as the areas of activity of the enterprise and the main competitors to be assessed. 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 technical, economic and social problems, 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 quantifying 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:

Product competitiveness;

The financial condition of the enterprise;

The effectiveness of marketing activities;

Profitability of 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 represented in the following form.

Product competitiveness. In order for a product to be of interest to the buyer, it must have certain technical, operational and economic parameters. The condition for the acquisition of goods is the compliance of these parameters with the main characteristics of the satisfied needs of the buyer. In the process of buying, the consumer selects a product, establishes distinctive features that characterize the superiority of this product over similar products of competitors 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 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 \u003d (IIIP + line 640 - IA) / II A), (1.1)

where III P - the result of section III of the liabilities of the balance sheet (line 490); A - the result of section I of the asset of the balance sheet (line 190); A - the result of section II of the asset of the balance sheet (line 290).

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

The 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 assessed by the ratio of commercial results and costs of marketing activities.

Data on gross income and gross costs is information contained in the accounting and financial statements of the enterprise, so obtaining such information does not cause any particular difficulties. Some difficulties arise when collecting other data, since marketing costs are more difficult to calculate, because. there is no information on printing costs, advertising costs, etc. in accounting.

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

, (1.2)

where - evaluation of the effectiveness of marketing activities;

Marketing potential;

D in - gross income;

Z m - marketing costs;

C in - gross costs.

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

where K 1 - the potential of marketing research;

K 2 - the potential of the marketing information system;

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

K 4 - the potential of the enterprise'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 of personal (personal) sales;

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

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

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

In order to quantify the effectiveness of the marketing activities of any industrial enterprise, it is first necessary to describe the characteristics of the sub-criteria that adequately reflect the marketing capabilities of this group of enterprises (industry). During the testing process, all sub-criteria were evaluated according to the following scale:

The enterprise does not use the marketing tool described by this sub-criterion in its marketing activities;

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

The enterprise in its marketing activities makes full use of the marketing tool described by this sub-criterion.

In order to objectively evaluate each sub-criterion, 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.

Profitability of sales. Profitability is an indicator of the economic efficiency of a business that 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 profitability of sales is a complex characteristic of the specific profitability per ruble of costs for the production of a particular type of product.

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

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

Image (brand capital) of the enterprise. According to V.A. Moshnov, 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, a trademark (the name under which a firm advertises and sells its products), as one of the marketing tools, contributes to 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. Foxol (Great Britain), R. Goldsmith (USA) and S. Brown (Ireland) confirmed the existence of regularities in a stable market (sales indicators are stable and tend to a slight annual growth) based on the assertion that consumer intentions make a purchase of any of the brands they have previously purchased are closely related to future purchasing behavior. That is, a consumer satisfied with the use of a particular brand is likely to reclaim it, and "ongoing" purchases of that brand will very likely follow. Buyers' intentions are a function of past experience and its consequences, which can be assessed as follows:

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

In this case, the importance of relationship studies is not that they predict purchases of particular brands, but that they explain why consumers buy those particular 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, since all three elements are necessary to create a successful brand. Since brand building usually begins with the presence of a good product, its perception is most often investigated using so-called "blind" tests. Then the product must have a sufficiently clear identity, the degree of which is usually assessed on the basis of indicators of directed and "spontaneous" awareness. Finally, a successful brand must have added value that instills in the consumer the feeling that the brand and product are of superior quality or preferred over competitors. Value added is measured in the form of attitude and preference surveys.

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

where - the volume of repeated applications in value terms;

The total volume of sales.

Management efficiency. V.A. Abchuk in his research defines management as the management of an organization in a market economy, and its goal is the most complete satisfaction of constantly taken into account human needs through the market mechanism of demand, supply and profit. In his opinion, the effectiveness of management is understood as its quality, which provides the organization with the 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 to:

predict the expected result - the achievement by the organization of its goal;

evaluate the actual degree of achievement of the goal;

compare different target options with each other.

The basic principle of choosing the 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 indicator (efficiency criterion) is called objective function.

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

where b i - given parameters (indicators) for solving the problem, for example, the amount of allocated resources;

in j - controlled parameters of the problem solution, i.e. those that we can change, such as prices, terms;

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

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

In a market economy, the interest of participants in the economic process to objective and reliable information about the financial condition and business activity of the enterprise has increased significantly. All subjects of market relations: owners, investors, suppliers, buyers - are interested in an unambiguous assessment of the competitiveness and reliability of their partners. Such an assessment can be obtained on the basis of a comprehensive financial analysis based on public reporting data of enterprises, which allows all participants in the economic process to control the nature and extent of changes in the company's market positions. As a component of such a comprehensive assessment, a characteristic of the effectiveness of enterprise management is used, which is usually estimated by the ratio of profit to the entire turnover of the enterprise (revenue from the sale of products (works, services) excluding VAT) and the result of other sales and non-release operations.

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

where P r - profit from the sale of products.

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

As a conclusion, we note the following. We propose to group the internal competitive advantages that determine the market position of an economic entity according to the six most significant aspects: the competitiveness of the product; 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 permanent and exhaustive. The number of components of the competitiveness of the 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 formation of the strategic behavior of an enterprise can be represented as 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, implementation of structural changes, formation of budgets;

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

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

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

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

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

The implementation phase allows you to answer the question: with 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 management features of a particular enterprise and may vary in one way or another. But basically there is the following sequence of strategy implementation: development of plans - implementation of structural changes - formation of budgets.

The organization's system of plans is a kind of materialization of planned activities, because the preparation of plans involves their thorough feasibility study.

Basic strategic plan. It describes the main direction of the company's activities and includes the corporate strategy for the long-term future. Depending on the operating conditions of the enterprise, this plan is developed for a period of 3 to 5 (10) years. It serves as a reference point 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 units from opposing the general goals of the enterprise development;

) Tactical plans for the development of specific areas of business 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 management. 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 monitoring and evaluation of performance, such plans are drawn up for a period of 1 month to a year;

) Programs and plans-projects. This group is targeted and includes approximately such programs as developing new products, penetrating new markets, conducting a large-scale advertising campaign, reducing production costs, modernizing production, saving energy, etc. 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. 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 the only consumer is the enterprise itself.

However, one development of a system of plans for the effective implementation of strategic management is considered insufficient. Here, the problem of disunity between 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, on the contrary, the withdrawal from unpromising economic zones and the closure of unprofitable industries leads to a reduction in personnel. Hence the need to successfully combine the overall strategy of the business and ways of organizational management of human resources. 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.

The harmonization of business strategy and organizational management has the following purpose:

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

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

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

) prevention of opposition and duplication of individual functions.

The next step on the path to “strategy implementation” 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 development of the enterprise and not allow opposition and inconsistency of the financial support of some departments with other plans.

"Formation of budgets" completes the stage of "strategy implementation".

Summing up, we can conclude that the essence of the formation of strategic management at an enterprise is to determine the direction of development, develop a system of measures to effectively approach the chosen benchmark, as well as evaluate and control the process of implementing 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 integrated strategic planning and management work more successfully and achieve increased efficiency in all areas of business.

The main generalizing conclusions for the chapter

1. Competitive strategy considers the most long-term organizational causes, 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). , personnel potential, advertising efficiency, conditions of storage, transportation, packaging of products, level of service and warranty service, etc.).

The definition of the business area, goal setting, the definition of short-term and long-term tasks (programs), the definition of strategy constitute the strategic plan of the company.

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

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

2. Analysis of the competitive strategy of Arkon Auto LLC

2.1 Characteristics of the activities of the enterprise Arkon Auto LLC

The organizational and legal form of the Arkon Auto company is a limited liability company. The authorized capital in the amount 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 residential areas of the city, in close proximity to the main transport routes (5 minutes drive to 100 Let Vladivostok Avenue (Federal Highway M-60), 3 minutes drive from the bypass road along Vyselkovaya street.

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

Today "Arkon Auto" offers the following services:

Buying 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.

Dismantling / sawing of cars, storage of cargo until shipment from Japan.

Assembly of purchased cars.

Purchase and delivery of any items on 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;

Reduction of duplication of efforts 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 results of the activities of "their" units. Responsibility for overall results only at the highest level;

Problems of interfunctional coordination;

excessive centralization;

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

The 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 enshrined in job descriptions. So, the duty 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 import operations, conducting a transaction at all its stages.

Sales managers are engaged in the search for new customers, and are also directly involved in the conclusion of transactions.

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

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

The chief accountant exercises control over accounting at the enterprise, draws up accounting forms, conducts settlements with banks, suppliers and buyers, opens, maintains, changes and closes transaction passports, provides supporting documents to an authorized bank, etc.

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

Arkon Auto LLC maintains accounting records and submits financial statements to the tax authorities in 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 reliability of accounting, the annual report and the provision of other financial statements to the relevant authorities lies with the General Director of Arkon Auto LLC in accordance with the Federal Law "On Limited Liability Companies".

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

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

Federal Law No. 164-FZ of December 8, 2003 “On the Fundamentals of State Regulation of Foreign Trade Activities”;

Other normative acts.

The financial results of Arkon Auto LLC 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
Revenue from the sale of products (services), thousand rubles
Cost of products (services), thousand rubles
Costs per 1 rub. sold products, rub.
Profit from sales, thousand rubles
Profit before taxation, 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.е. the activity of the enterprise as a whole became less efficient.

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

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

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

The sales department includes a deputy sales director 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 the following functions:

Analysis and assessment of market conditions;

Formation of an assortment plan for production according to customer orders;

Choice of distribution and distribution channels.

Sales organization includes the following functions:

) organization of storage and container facilities for finished products;

- organization of sales and delivery of products to consumers;

Control and regulation functions include:

Evaluation of the results of marketing activities;

Monitoring the implementation of sales plans;

Statistical accounting and operational accounting and reporting of marketing activities.

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

Decisions affecting the market orientation of the enterprise, all divisions of the enterprise are made 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 departments 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 for the enterprise as a whole and individual product groups of long-term and current marketing plans and coordination in this area of ​​activity of the enterprise's divisions;

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

Development, based on the orientation towards market activity, 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 production department;

with the logistics department.

Thus, to ensure the effectiveness of sales activities at the enterprise, all the necessary conditions have been created: the department is fully staffed with relevant specialists who have the opportunity to cooperate with other departments 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 orders for the supply of products from customers.

Here are the main directions for increasing the efficiency of the sales strategy of Arkon Auto LLC.

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

The enterprise plans to move to the implementation of a new marketing strategy for products and sales methods, providing for:

creation of a dealer network;

analysis of the level of effective demand for goods;

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

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

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 comprehensive document designed to consolidate the status of the organization. - Internal regulations are a local normative act of an organization that regulates in accordance with the Labor Code of the Republic of Belarus and other laws: the procedure for hiring and dismissing employees; basic rights, duties and responsibilities of the parties to the employment contract; mode of operation; 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 an employee; - technical regulations on fire safety requirements; - sanitary rules; - regulation on the department - a legal act that establishes the status, functions, rights, duties and responsibilities of structural units.

Final control 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 there is a comparison of the planned profit with the received, staff turnover, etc.

The management of Arkon Auto LLC conducts an analysis of the actual results obtained and the required results and evaluates how realistic their 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 the final control is to promote motivation, since the wages of most employees directly depend on the performance of the organization.

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

Consider the number of accepted reports and sent for revision in 2011-2012. (table 2.3).

Table 2.3 - Number of reports accepted and sent for revision

Deviation

Accepted the first time

sent for revision

Accepted the first time

sent for revision

by 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 reports accepted in 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 use of the emerging free functionality in the structure of the distribution of duties.

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

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

sales structure. Arkon Auto LLC imports goods from Japan and Korea. At the same time, goods from Japan dominate in the geographical structure of deliveries, 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 release in Russia of a technical regulation that establishes more stringent requirements for vehicle characteristics, as well as due to an increase in duties on used imported cars. The growth in deliveries from Korea is also due to the fact that the South Korean auto industry in recent years has increased the pace of production and strengthened the requirements for the quality of its products.

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

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

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

When applying for a job, applicants, depending on what position they apply for, have certain requirements.

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

All employees have employment contracts. An employment contract is nothing more than an agreement between an employer and an 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, all employees of Arkon Auto LLC have job descriptions corresponding to their profession, employment contracts have been concluded with all employees.

All employees receive a salary, i.е. fixed salary agreed in the employment contract.

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

Thus, the salary of employees of Arkon Auto LLC consists of the basic salary and allowances.

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

Declarants of LLC "Arkon Auto" take part in the seminars, which contributes to the improvement of their professional skills.

Table 2.4 - The amount of the Far East 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 Arkon Auto LLC for 2012

Name of the tax	The tax base				Payment term
federal taxes
	the cost of goods (works, services), calculated on the basis of market prices				at the end 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 value of profit subject to taxation				Tax at the end of 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 payable 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 results of the half year - advance payment for the results of the first quarter). in the 4th quarter of the year = 1/3 × (advance payment following the results of nine months - advance payment following the results of half a 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 tax amounts no later than the day of actual receipt of cash in the bank for the payment of income or the day of transfer of income to the taxpayer's bank account.
Corporate property tax		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 date of the end of the reporting period.
Transport tax		horsepower of the vehicle engine		depending on the number of hp	Taxpayers make quarterly advance payments until the 20th day of the third month of the quarter of the current tax period in the amount of one fourth of the annual amount of transport tax. The difference between the amount calculated according to 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 settlement period in favor of individuals, with the exception of amounts 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 makes quarterly advance payments for property tax and transport tax. 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 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 in which the cost of goods will be minimal.

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

Spending abroad (Japan, Korea):

Price of goods (car) in Japan or Korea;

Registration of export documents, customs clearance;

auction fees;

Delivery within Japan (Korea);

Freight to Vladivostok;

Commission of a foreign partner;

Bank commission for money transfer in the amount of 0.2%.

Costs in Russia:

Duty;

Bank commission 0.65%;

Agreement;

Services of a temporary storage warehouse;

Services of a customs broker;

transits;

Forwarding services of Arkon Auto LLC;

Commission of Arkon Auto LLC.

Thus, Arkon Auto LLC uses a costly pricing method, applying the “costs plus planned profit” scheme.

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

Table 2.6 - Percentage 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
Company forwarding services

Ordering and delivering a car from a foreign auction is a rather laborious and lengthy process, which includes a large number of actions from different specifications. That is why the use of Arkon Auto LLC in this case is quite relevant. The commission that the company takes itself is only about 2%, which is quite insignificant if we take into account the fact that it takes 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 to the payment of the final cost of the car. And also the client must complete and sign some documents, such as:

Agreement with Arkon Auto LLC for the provision of services;

Contract of sale;

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

Everyone knows that it is no longer necessary to buy cars in person in Japan from parking lots. A more civilized way is to buy cars via the Internet from auto auctions. To date, 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 customer requirements. An acceptable price for services was also achieved due to the fact that the company directly charters steamships and only the hands of its own personnel carry out all technical work with cars, which reduces the risk of damage to cargo, its theft and contributes to the timely detection of "marriage".

As a result, it often turns out that a car purchased through Arkon Auto is cheaper than in the markets, but its quality is guaranteed. There is no such vehicle, special equipment offered on 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 and left hand drive, oversized cars and water equipment.

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

Prepayment

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

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

For the complete convenience of customers, the company has opened the direction "Car loans", it is not the area of ​​\u200b\u200bthe company's earnings, therefore, its registration at the office of "Arkon Auto" does not require additional costs (in addition to bank fees).

There is another important point that immediately inspires confidence among customers. The company's office is located in the same place where the company deploys 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 masters of the company work. On average, 4 steamships come in 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 customers who simply use the services of transporting goods purchased on their own. Just as often, Arkon Auto ships are loaded with bulky cargo - boats, boats, special equipment.

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

Delivery to the company's representative offices in Khabarovsk and Blagoveshchensk is carried out on the company's car carriers, which ensures the shortest delivery time of the car to the client. An additional fee is not charged when a client buys a car from any other city in Russia, in addition to delivery. Delivery is also carried out by rail.

The Arkon Auto company initially focuses on mass purchases. Without overestimating the cost of services, providing full guarantees, finding an individual approach to the client, the company knows that in doing so they earn the trust of customers who will turn to this company for their next purchase and recommend the company to their friends and colleagues. That is why Arkon Auto has a large circle of regular wholesale customers, which is expanding daily. The portrait of the buyer of the company is presented in table 2.7.

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

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

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

LLC "Arkon Auto" carries out its main activities in Vladivostok. Vladivostok is a city and port in the Far East of Russia, the administrative center of the Primorsky Territory, part of the Vladivostok City District, the end point of the Trans-Siberian Railway. The city's population is 622,500 (est. 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 "Avtostat" studied 170 cities with a population of over 100 thousand people. They analyzed the structure of the fleet by year of manufacture, by major brands.

So, at the beginning of 2008, the Russian car park consisted of more than 30 million cars. It turned out that it takes root mainly due to the northern and eastern regions. The Far East, it turns out, live much better than the inhabitants 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 officially 622.5 thousand people live in the regional center. That is, more than half of the city gets into cars every day.

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

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

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

Quantitative indicators are clearly not in favor of Russian brands, whose share of cars does not exceed 11% of the total. The most popular are Lada cars (4.4%), followed by Moskvich (2.3%). Next come the "Zaporozhets", "UAZs" and "GAZs". All other brands (European, American and South Korean) occupy only three percent of the local 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 Russian cities. So, about 80% of the local car fleet are cars older than 10 years, despite the fact that in Moscow or St. Petersburg "decades" make up only 37 and 38% of the fleet, 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 a system of relations between the enterprise and the external environment. The positive side of the state's activity (for society as a whole) is the strengthening of the position of the ruble, 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 cars, left-hand drive promotion
PEST factors:
E - economic	The main factors that have a negative impact on production growth are: - Rising prices for components. - Demands from staff for higher wages. - rising energy prices. Some stabilization of the economy makes it possible to move from emergency planning measures (long-term purchases of raw materials, focus on the "momentary" buyer, reducing free funds) to drawing up long-term plans, concluding contracts, both with consumers and with suppliers and financial organizations. Positive economic factors are: - increased availability of loans (reduction of requirements for borrowers, reduction of interest rates, shortened period for obtaining approval of an application and issuing money). - Increasing the income level of the population, mixing 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 salary they deserve. Most motorists do not show interest in emerging new products on the market due to the lack of financial ability to buy a new car.
T-technological	The general complication of the design of vehicles requires more and more qualified personnel and time spent on work. Tightening standards for the toxicity of vehicle exhaust gases both worldwide and in Russia. This makes it impossible to maintain and repair 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 measures to drawing up long-term plans. Factors of the technological group also have a negative impact on the enterprise. They must be taken into account when developing a strategy. Factors of political and social groups have some negative influence. All of them are hardly predictable, but must be taken into account when developing strategic alternatives.

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

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

CJSC "Summit Motors" (Vladivostok)";

OOO "Altair-Auto";

- Triumph Auto Far East;

LLC "Pacific Auto";

OOO Vostok-UAZ.

OOO "Grand Motors"

Champion-Vladivostok LLC

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 method of analyzing the organization's environment, called SWOT analysis, is most often used. By applying 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 must be taken into account that opportunities and threats can turn into their opposites.

For the successful application of a SWOT analysis of the organization's environment, it is important to be able not only to uncover threats and opportunities, but also to try to evaluate 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 the matrices of opportunities and threats is most often used (see Appendix B).

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

After positioning the threats, it was revealed that:

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

Restrictive policies of state bodies, for example, an even greater increase in customs duties and duties, an increase in transport tariffs, a change in trade rules, can lead to the destruction of a company or its exit from the industry.

2.3 Assessment of the competitive position of Arkon Auto LLC

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

Then we will evaluate competitors in the local market.

It should be noted that the competition in this market is very tough. Such services are 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 evaluate competitors, a study was selectively conducted on the main competitors selected for study due to the fact that these companies have a similar assortment.

Table 2.11 - Evaluation of competitors in the local market

	OOO "Grand Motors"	LLC "Altair-Auto"	Arkon Auto LLC
2. Quality
3. Assortment
4. Delivery time
5. Location
6. Popularity
Competitiveness ratio

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

OOO Altair-Avto = (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

OOO Arkon Auto = (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 in terms of the “Delivery time” factor, Arkon Auto LLC loses to competitors (Figure 2.8). However, in terms of price and quality, that is, indicators that have a greater weight, the company wins 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, assessment of the competitive environment, it was concluded that none of the enterprises under study is able to compete with Arkon Auto LLC both in terms of the quality of services, quantity, range, and prices. Due to the fact that the need 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 products, Arkon Auto LLC must actively use marketing tools: advertising, discounts, etc., expand the market, sales markets.

3. Development of a competitive strategy for Arkon Auto LLC

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

The Arkon Auto company began to develop in the mid-90s, then its founders took cars and trucks for their use, acquaintances, for the purpose of subsequent resale, and spare parts for sale that were purchased at car parks in 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, car tires, the company's sales begin to be regular, regular customers of the company appear, demand is formed, and prerequisites are created for the formation of capital .

The main strategic objectives for that period:

Business consolidation (company growth);

Expansion of the services provided;

Improving the quality of the supplied goods and services;

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

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

Parking lot for the sale of 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 completeness of engines and bodies with subsequent collection (replacement with obsolete auto units) begins to develop dynamically. From 2003-2008, this direction of activity became the main one for the company. In 2004, the Company receives Accreditation and registers at domestic Japanese auctions to which foreign citizens and companies had no access before, respectively, the cars at these auctions were intended for resale with subsequent use in the domestic market of Japan, had a special evaluation system that allows 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 its customers - buying cars on order (the choice was made directly by the company's client in Vladivostok), a department is being formed from managers with knowledge of the Japanese language. The volume of transactions for the provision of services for "purchasing a car from an auction in Japan and delivering it to the company's warehouse in Vladivostok" is growing exponentially every month. The company is moving from irregular deliveries of limited batches of vehicles, in the form of additional loading of vessels attracted to call at the port of Fukui once a month, to purposeful charter of vessels for the needs of regular deliveries of assembled 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 in Japan from Kazakhstan who want to automate their work, since the supply routes lie through the territory of the Russian Federation, this area of ​​​​work is regular in the form of 1-2 deliveries per month, was successful until the adoption by Kazakhstan of protective duties on "right-handed" cars in 2006.

Gradually, the company grew to a large range of services:

Sale of cars from the warehouse of the company

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 shipment 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.

Dismantling / sawing cars.

Customs clearance in Russia.

Assembly of purchased cars (constructors)

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

In 2008, new customs legislation came into force, which significantly adjusted customs fees for vehicles imported into Russia, as well as spare parts of the first completeness (in particular, car bodies). In connection with the introduction of “protective duties, the market share began to decrease and in some cases shift 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 acquisition of used cars. executive class cars with a long service life from Moscow and Moscow Region until the acquisition of a "new product" in the automotive market of Valadivostok - new and used Korean cars due to their low cost.

Currently, demand is leveling off relative to the preferences of car owners who have experience in operating high-quality Japanese equipment, experiments with the purchase of battered cars from Moscow and the Moscow Region, as well as cheap Korean cars, are fading into the background. The preferences of motorists are gradually returning to "right-handed" Japanese cars, which are often called folk cars, but due to the high cost of cars in Japan of "passing years" (from three to five years inclusive) and duties on them, the growth of cooperation dynamics with this category of cars not significant.

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

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

In order for a differentiation strategy to be successful, a company must study the needs and behavior of customers, 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, or maybe several, distinctive characteristics of the product / service in accordance with customer requests, and these proposals must be tangible and memorable.

Competitive advantage arises when a significant number of buyers become interested in the offered differentiated attributes and characteristics of the product. The greater the interest of buyers in the various characteristics of the products offered, 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 (because some customers become very attached to additional product features).

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 the brand's uniqueness to buy that product over competitors' and/or if a 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 buyer's total cost of using the company's products. The second approach is to create such features of the product to increase the effectiveness of its use by the consumer. The third approach involves giving the product features that increase the degree of consumer 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, the characteristics of which differ significantly from the characteristics of the goods produced by competitors.

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

technical excellence;

The quality of products;

Excellent customer service.

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

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

This choice is due to the fact that when the market was lost in 2008 (after the adoption of protective duties on the designer), the market 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 made a reorientation towards specialization (provision of one service):

Trade in new parts

Used spare parts trade (disassembly),

Trade in related products (auto chemicals, accessories),

Car pickup only.

There has been an increase in revenues in the provision of repair and maintenance services, as well as the quality of services provided has not increased.

All companies were forced to face a decrease in the number of employees, except for Arkon Auto, due to a large client base of predominantly 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 the purposeful attraction of customers - acquaintances, partners of the company in car repair, as well as develop a new direction - the purchase and delivery of goods from the Japanese Yahoo flea market.

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

Applied strategy - "Focused"
Strategy characteristic	Measures applied by the company as part of the implementation of this strategy
Focused Strategy is to focus only on some segment or niche of the market, which can be determined based on geographical parameters, income level of consumers, etc. The goal of the company is to serve the customer in the given market segment in the best possible way.	Business consolidation (company growth); - expanding the services provided; - improving the quality of the goods supplied and the services provided; - Acquisition of real estate (with industrial premises) to accommodate the company.
Proposed strategy - "Service Differentiation"
Differentiation involves achieving a competitive advantage by creating products or services that consumers perceive as unique. The strategy is implemented when consumer needs and preferences cannot be satisfied with standard goods or the previous composition of sellers. service differentiation is the offer of a higher and more diverse level of related services	Purposeful attraction of customers - 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 the opening of a car service.

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

Particular attention is supposed to be paid to the selection of personnel, which should be carried out, if possible, from men under the age of 35-45 years with at least 5 years of experience in this industry, with an education of at least secondary specialized, 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 be creative, the ability to adapt psychologically in a team, sociability, etc., since the personnel factor is quite significant in ensuring the competitiveness of the company.

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

Types of jobs	Complex of car maintenance services
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, wallpaper, painting), etc.
assembly and dismantling	air conditioner repair and refill
tin-welding	restoration of the working surface of the brake disc (grooving of the disc on both sides)
steering repair	flushing the injector, cleaning the injectors
steering repair	oil change
steering system repair	wheel alignment
engine repair	brake disc repair
battery repair and charging	body repair, body work
painting	car painting
	plastic bumper repair
	refueling the car air conditioner
	installation of parking sensors
	car computer diagnostics
	car window tinting
	armoring car windows

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

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

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

The profitability of the Arkonavto car service center 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 of rent payments;

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

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

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

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

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

maximum provision of the necessary repair time for the consumer,

systematic assessment of the quality of service through questionnaires (possibly, "Books of reviews" and other forms 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 provided by the Arkon auto service center LLC, the production of 4-5-billboards, advertisements in transport. Particular attention is planned to be paid to the carefully thought-out text of the appeal to consumers, suitable design, attracting attention and emphasizing 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 selected to achieve the goals:

Installation of a sign;

Acquisition of branded clothing for staff;

Newspaper ads;

Despite the fact that these activities will require additional financial costs, they will be targeted, 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 - Estimated costs for the promotion of the car service of Arkon Auto LLC

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

The planned number of the firm's staff is 7 people. The composition of the staff, as well as the planned labor costs are reflected in table 3.5.

Table 3.5 - Staffing of the car service of Arkon Auto LLC

Job title		Salary, thousand rubles	Social contributions (34%), thousand rubles	Payroll per year, thousand rubles	Payroll with deductions per year, thousand rubles
Accountant-cashier
Chief mechanical engineer
Mechanic of the diagnostic section - electrician
Repair shop fitter
Curing area mechanic
Painting department technician
area cleaner

Thus, the monthly labor costs amount to 165.5 thousand rubles, the annual salary with deductions will amount to 2502.36 thousand rubles. The planned work schedule of the Arkon auto service center is from 9:00 to 21:00, 7 days a week, 365 days a year. The schedule of work of the personnel of the main technological personnel day after day. The work schedule of management personnel is 5 days a week from 10:00 to 17:00. The cleaning schedule is 5 days a week from 10:00 to 17:00. Table 3.6 presents the calculation of financial investments in the implementation of the project for the acquisition of a set of equipment.

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

equipment identification		The cost of purchased equipment, thousand rubles.
3 lifts PR-3	Elevators PR-5 with a lifting capacity of 5 tons
Wheel alignment stand AMD-520	HuntekPSP400 electronic 3D stand
Painting and drying chamber Etman (Russia).	Lutro (Italy) model PSPBT
Diagnostic complex AM1-M (Russia).	Bosch (Germany) FSA 750.
WelPe Body Repair Equipment	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 activities

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

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

Based on the prices for the services of the enterprise presented in the appendix, the average 1 complex 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.

Let's make a forecast of revenue from the implementation of these areas of work of the car service 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%. Achieving such indicators is quite realistic, since during this time the company will be able to make itself known in the consumer services market, generate demand from organizations and enterprises, and also acquire regular customers.

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

Name of indicator	2014 quarterly				2014 total
Volume of rendered services, pcs.
Average price per service unit, rub.
Total revenue. rub.

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

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

Name of cost item	Amount, thousand rubles
Variable costs
Raw materials and materials (costs for small spare 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 with VAT
11. Fixed costs
12. Variable costs

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

In the next two years, the full 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 commissioning costs, worth 9671.5 rubles. will be taken on credit from OJSC VTB 24

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

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

Name of indicator	2014 quarterly
Revenues from sales
Full cost
Profit from sales
Net profit
Return on sales, %

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 \u003d FC + VC,

where Q - critical sales volume, units;

P - selling price, rub.;

FC - fixed costs, rub.;

VC - variable costs, rub./unit.

Proceeding from this, the critical volume of sales of services of IP "Bogdanov Motor" during the first year of operation, we calculate based on the following data:

unit price of services - 5500 rubles;

variable costs per unit of production - 3600 rubles;

fixed costs - 1693700 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 (u)

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

It is believed that different values ​​of the discount rate can be chosen for a different class of investments. In particular, investments related to maintaining the company's market position are valued at a rate of 6%, investments in the renewal of fixed assets - 12%, investments to save current costs - 15%, investments 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, according to the above recommendation, a discount factor of 12% was chosen. In the context 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 - inflation rate; r - discount rate.

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

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

The project implementation period is 3 years.

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

Project Profitability Index:= 18742213.30/9671500= 1.93

Simple payback period of the project:

PP \u003d 9671500 / (18742213.30 / 3) \u003d 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 income

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 pricing 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 larger number of buyers and experience in working with them. Therefore, at the initial level of activity, in this segment, we need to be like 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 volume thousand rubles

June (+0.5%)

July (+0.5%)

primary market

secondary market

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

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

Table 3.13 - Sales volume for the second and third years

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

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

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

Introduction 3

Chapter 1. Theoretical foundations for developing an enterprise competition strategy 5

1.1. Essence and types of competition strategies 5

1.2. Rationale for the choice of competition strategy 11

Chapter 2

2.1. Brief description of ZAO PPRZ 15

2.2. Analysis of the competitive position and competition strategies of PPRZ CJSC 21

Chapter 3. Improving the competition strategy of PPRZ CJSC 28

Chapter 4. Cost-Effectiveness of Proposed Measures 32

Conclusion 36

References 38

Introduction

In the conditions of the development of a market economy, the formation of a competitor of a new potential, the definition, development and creation of prerequisites for the sustainability of competitive advantages, the choice of the correct form of competitive behavior are of particular importance for the successful functioning of an enterprise. The very notion of competitive advantage is now of particular relevance, as the growth of companies around the world has slowed down, and the behavior of competitors is becoming more and more aggressive.

The main thing was not just to achieve and identify a competitive advantage, but to make it sustainable. Competitive advantage - these are the characteristics, properties of the product that create for the enterprise a certain superiority over its competitors, and for the consumer - the optimal combination of consumer characteristics of the product. Superiority is evaluated in comparison, therefore it is a relative characteristic and is determined by various factors.

For successful activity, an enterprise needs to develop the right competition strategy based on its competitive advantages, which actualizes the study of forms of competition in modern conditions.

The importance of strategic behavior, which allows the firm to survive in the competition in the long term, has increased dramatically in recent decades. All companies in a highly competitive, rapidly changing situation should not only focus on the internal state of affairs in the company, but also develop a long-term survival strategy that would allow them to keep up with the changes taking place in their environment. Now, although the task of rational use of potential in current activities is not removed, it becomes extremely important to implement such management that provides competitive advantages in a rapidly changing environment.

Business practice has shown that there is no competitive strategy that is the same for all companies, just as there is no single universal strategic management. Each firm is unique in its kind, and the process of developing a competitive strategy for each firm is unique, since it depends on the position of the firm in the market, the dynamics of its development, its potential, the behavior of competitors, the characteristics of the goods it produces or the services it provides, the state of the economy, cultural environment and much more.

In this way, relevance the study and application of methods of competition in the management of the firm is increasingly increasing. This is what determined the choice of the topic of the course work.

CJSC "Perm spring-spring plant" was chosen as the object of research.

Target course work is to analyze the competitive properties of CJSC "PPRZ" and develop a competition strategy for it. This goal determined the formulation of the following research tasks:

1. Consider the theoretical foundations for developing an enterprise competition strategy; characterize the main types of competition strategies and justify the choice of competition strategy;

2. Analyze the competitive position and competition strategies of CJSC “PPRZ”;

3. Suggest directions for improving the competition strategy of CJSC "PPRZ";

The structure of the work corresponds to the tasks.

Chapter 1. Theoretical foundations for developing an enterprise competition strategy

1.1. Essence and types of competition strategies

Competition - (from lat. Concurrere - collide) - the struggle of independent economic entities for limited economic resources. This is an economic process of interaction, interconnection and struggle between enterprises operating in the market in order to provide the best opportunities for marketing their products, satisfying the diverse needs of buyers.

In the marketing system, a firm operating in the market is considered not by itself, but taking into account the totality of relations and information flows that connect it with other market entities. The environment in which the firm operates is commonly referred to as the firm's marketing environment. Kotler F. defined the company's marketing environment as follows: The company's marketing environment is a set of active subjects and forces operating outside the company and affecting the ability to manage the marketing service to establish and maintain successful cooperation relationships with target customers.

A strategy is a long-term action aimed at achieving the set objectives. The implementation of the strategy is a set of actions that contribute to increasing business activity in the organizational and financial spheres, developing the company's policy, creating a corporate culture and motivating staff, and managing everything that is aimed at achieving the intended results.

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

For the first time, business faced the problem of strategic planning in the context of the economic crisis. It is under such conditions that all the weaknesses of some enterprises and the strengths of others become clearly visible. And it is precisely in such periods that it becomes more obvious than ever where huge resources were wasted, which will never give the expected effect. Then the competitive struggle escalates to the limit, the winner of which is the one who manages to achieve great competitive advantages - advantages not over competitors, but advantages in relation to the consumer.

Competitive advantage - the assets and other advantages of the company that give it an advantage over competitors. Competitive advantages must ensure the uniqueness of the brand and meet the specific needs of the client. Strategic success factors are based not on objective, but on subjective benefits perceived by the consumer. The task of management is to identify and develop the potential for success and transform it into appropriate factors.

Winning and maintaining competitive advantages are, as you know, a key function of strategic enterprise management. 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 company in the competition can play one of four roles. The marketing strategy is determined by the position of the company in the market, whether it is a leader, challenger, follower or occupies a certain niche:

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

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

· "frontal attack" - conducted in many areas (new products and prices, advertising and sales - competitive advantages), this attack requires significant resources.

· "environment" - an attempt to attack all or a significant market area of ​​the market.

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

· "Attack of the gorilla" - small impetuous attacks by not quite correct methods.

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

4. Digged into a niche market - (10% share) serves a small segment of the market that large firms do not care about. Several niches are preferable to one. Such firms have no special competitive advantages, except for the fact that large firms do not see competitors in them and do not "pressure".

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 from this that the in-depth analysis of competition is an important part of the formulation of the strategy.

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

Penetration of new competitors;

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

Buyer opportunities;

Supplier capabilities;

Competition between companies already established in the market.

Competitive strategies (business strategies) come from understanding the rules of competition that operate in an industry and determine its attractiveness. The goal of competitive strategy is to change these rules in favor of your company. The rules of competition can be represented as the five forces of competition shown in the figure.

Rivalry, according to Porter, occurs when one or more competitors experience difficulties or see opportunities to improve their position. The intensity of the competition can vary from polite gentlemanly forms to the most brutal "throat-cutting" techniques.

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

a large number of competitors or approximate equality of their forces;

slow growth of the industry;

a high level of fixed costs in the form of overheads or inventory costs;

lack of differentiation (no conversion costs);

quantitative jump in capacities;

various kinds of competitors;

high strategic importance;

high exit barriers.

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

There are three basic strategies for this:

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Introduction

1. Analysis of the economic activities of Kontur LLC

1.1 General information about the enterprise

1.2 Analysis of financial performance indicators

1.3 Analysis of the external environment

1.4 Analysis of the internal environment

1.5 Analysis of the competitiveness of the enterprise

2. Development of a competitive strategy for Kontur LLC

2.1 Rationale for the choice of competitive strategy LLC "Kontur"

2.2 Development of measures to implement the strategy

2.3 Economic evaluation of the developed development strategy

LLC "Kontur"

Conclusion

List of sources used

Applications

Introduction

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

Increasing competition and the accelerated development of technology have forced organizations to rethink the whole range of issues in managing their operating units.

In a market economy, an enterprise makes decisions on its own, 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 the creation, merger, liquidation, division, reorganization of the production and restructuring the organizational structure of management.

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

Modern companies have a complex structure determined by a wide range of activities, territorial distribution of divisions, and a variety of business relations 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 enterprise structures.

The application of the world experience in building effective companies is of great value for our country, which is carrying out a global economic reform and is actively taking root in 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 for developing a competitive strategy for an enterprise;

perform an analysis of the competitiveness of Kontur LLC,

economically substantiate the competitive strategy of the enterprise.

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

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

As a hypothesis of the study, an assumption was made that the implementation of a competitive strategy will increase the efficiency of Kontur LLC.

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

1. Competitive strategies of the enterprise

1 Factors involved in competition

The choice of a competitive strategy is due to 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 an equal opportunity to remain profitable over the long term, so the inherent profitability of an industry is also a significant component of an individual company's profitability. The second central point in the choice of competition strategy is the factors that determine the relative competitive position of the firm within the industry. In most industries, some companies can be much 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 of them separately is not enough. Even if the company operates in a very attractive industry, its profits may not be high enough due to the wrong choice of competitive position. Conversely, if a company with an exceptional market position is operating in a completely unprofitable business, all efforts to strengthen this position may be fruitless. 7Both factors that determine the choice of competition strategy are dynamic in nature: the attractiveness of an industry and the profitability of a company can change over time, unprofitable industries and companies become profitable and vice versa; the same applies to the competitive position of the company - it changes, reflecting the ongoing struggle of rivals. No matter how long the period of stability in the market is, an unexpected competitive move by one of the participants can immediately destabilize the entire market.

The first fundamental factor in the profitability of the company 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 competitive strategy is to master these rules, and also - ideally - to be able to change them in the interests of the company. In any industry, be it a national or international industry, the production of goods or the service sector 9, the rules of competition are based on five driving competitive forces: the entry of new competitors into the market, the threat from substitutes, the bargaining power of buyers, the bargaining power of suppliers, and the rivalry between competitors operating in the market (see Figure 1.1).

The combined action of these five forces determines a company's ability to earn an average return on invested capital that exceeds the cost of capital. The combined power of these five forces varies by type of industry and may change as the industry evolves. As a result, different types of industries are far from the same in terms of potential profitability. If competitive forces favor the incumbents in an industry (as they do in pharmaceuticals, soft drinks, and databases, for example), most competing firms make high profits. But in industries where one of the forces is too intense (for example, such a situation takes place in the production of rubber, steel, computer games), very few firms can expect high profits, despite the best efforts of management. The profitability of an 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 an industry is determined solely by its structure. Some quite "modest" industries, such as the production of postal scales or the grain trade, are extremely profitable, while some more "luxury", high-tech areas, such as the production of personal computers or cable television, are far from being profitable for many participants. the most profitable.

Rice. 1.1. Five Competitive Forces Determining Industry Profitability

The profitability of the industry as a whole is determined by the action of the above five forces, since they affect the prices, costs and level of required investments of companies operating in the industry - all these elements are also components of the return on investment. The bargaining power of buyers directly affects what prices a company can charge its products, just as the threat from substitute products (substitutes) affects prices. The bargaining power of buyers also determines the size of costs and investments - "powerful" buyers require expensive maintenance. The cost of raw materials and other materials depends on the bargaining power of 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 price growth and determines the required starting level of investment, which is a tool to curb the influx of new competitors.

The intensity of each of these forces is determined by the structure of the industry or the underlying economic and technical characteristics of the industry. Its most important elements are shown in Fig. 1.2. The structure of the industry is relatively stable, but may change over time as it (the industry) develops. Changes in the structure affect both the absolute and relative intensity of each of the five forces, and, accordingly, positively or negatively affect the profitability of the entire industry. To develop 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 competitive forces described above and the structural factors that determine them were simply derived from the internal characteristics of the industry, competitive strategy would then depend solely on choosing the “right” industry, as well as on the ability to understand the action of the five main forces better than competitors can do. . But, although this is the most important task facing any company, and this is the essence of the strategy of competition in a number of industries, the company is usually not a hostage to the structure of the industry. By applying certain strategies, the company can manage the forces of competition.

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

On fig. 1.2 shows in detail all the elements of the structure of the industry that affect the course of competition. The Five Forces Theory allows you to identify patterns in this complex formation and determine those factors that are crucial for competition in this industry. This theory also allows you to identify strategic innovations that would maximize the profitability of both the industry and the company itself. However, the theory of five forces does not negate the need for a creative approach to finding new ways to compete in a particular industry. This theory directs the creative energy of managers to those aspects of industry structure that are of particular importance to long-term profitability.

Rice. 1.2. Elements of industry structure

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

The two main types of competitive advantage, combined with the area in which the company is trying to achieve these advantages, allow it to develop three of the most common competitive strategies that can be used to achieve a level of efficiency above the industry average: cost leadership, differentiation and focusing. The focus strategy has two varieties: cost focus and differentiation focus. These three strategies are shown in Fig. 1.3.

Rice. 1.3. General Competition Strategies

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

The main thing to understand about the most common strategies is that each of these strategies is 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 advantages it needs. needed 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; often this means that the company lacks any competitive advantage.

The cost minimization strategy is the most obvious and understandable. As part of this strategy, the company aims to establish low-cost production of goods in the industry. Typically, such a company has a wide scope of activity: the company serves several segments of the industry, while capturing, if possible, related industries - often it is such a wide scope of activity that allows the company to achieve leadership in minimizing costs. The sources of cost advantages can be very diverse and vary by industry type. These can be efficiency gains through economies of scale, proprietary technologies, special access rights to raw material sources, and many other factors, which will be discussed in more detail in Chapter 3. size, low cost design, automatic assembly and global production scale that fund research and development. If a company provides security services, the cost advantage comes from low overheads, an abundance of low-cost labor, and effective training programs required by the high employee turnover in the industry. Being a low-cost producer is not just about taking advantage of the learning curve. Such manufacturers must constantly look for new sources of cost advantage and make the most of them.

The logic of a cost-minimizing leadership strategy usually requires the company to become the sole leader, not just be part of a group of those who aspire to this position. Many companies that refused to acknowledge this fact made a serious strategic mistake. When there are several candidates for the position of the leader in minimizing costs, the rivalry between them becomes especially fierce - after all, each, even the smallest, market segment begins to be of decisive importance. And until one of the companies takes the lead, "convincing" the rest of the competitors to change strategy, the consequences of this struggle for profitability (and also for the structure of the industry in the long run) can be very detrimental, and this has been the case with several petrochemical enterprises. industry. Thus, the strategy of cost leadership is mainly based on the priority right to have a certain advantage - and the company is forced to give up this right, unless at some point it has the opportunity to radically change its cost position due to major technological advances.

The third general competitive strategy is the focus strategy. This strategy differs from the others: it is based on the choice of a narrow area of ​​competition within a particular industry. A company that has chosen a focus 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, the company tries to gain certain competitive advantages in these segments, although it may not have overall competitive advantages within the entire industry.

The focusing strategy comes in two varieties. Focusing on costs is a strategy in which a company, operating in its target segment, tries to gain an advantage at the expense of low costs. By focusing on differentiation, a company differentiates in its target segment. Both strategy options are based on the features 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 production and distribution systems that best suit them and differ on this basis from industry standards. When focusing on costs, the company takes advantage of differences in their structure in different sectors of the industry, while when focusing on differentiation, the company benefits from the fact that in certain market segments there are special groups of buyers with special needs. The existence of such differences in cost structure 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, the company that has chosen the focus strategy gains competitive advantages by fully focusing its work on this segment. It doesn't matter if it's a narrow segment or a broad segment: the essence of the focus strategy is that the company receives income from those features of this segment that distinguish it from other sectors of the industry. A narrow specialization in itself is not enough for a company to achieve performance indicators that will be above the market average.

Usually a company must choose for itself a specific type of both - otherwise it will find itself stuck between leaders and laggards. If a company tries to simultaneously serve a large number of diverse market segments, choosing to focus on costs or differentiation, it loses the benefits that it could gain by optimizing its strategy for a specific target segment (focusing). Sometimes a company manages to create two completely independent business units within the same corporation, and each of these units implements its own strategy. A good example of this is the British hotel firm Trusthouse Forte, which has created five separate hotel chains, each targeting 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 for each business unit, undermines the competitive strategy of both each business unit and the entire corporation, and leads to the fact that the company falls into the number of "stalled".

If a firm manages to achieve cost leadership while remaining a producer of a differentiated product, it will be generously rewarded for its efforts: differentiation implies a high price for the product, and cost leadership - low costs.

So the benefits add up. An example of a company that has achieved both cost leadership and differentiation strategies is Crown Cork & Seal, a metal container manufacturer. The company specializes in the production of containers for liquid products - beer, soft drinks, aerosols. The company's products are made of steel - unlike other companies that produce both steel and aluminum containers. In its target segments, the company differentiates its product through special service and technological support, as well as offering a full range of steel sealed cans, metal lids and can sealing 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 its target sectors and is actively investing in state-of-the-art two-piece sealed can packaging technology. As a result, Crown, most likely, has also received the status of a low-cost manufacturer in its market segments.

A firm can simultaneously implement a differentiation strategy and achieve cost leadership if the following three conditions are met: The company'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 is exactly what happened with Crown Cork. The company's most serious competitors did not invest in low-cost steel container technology, so the company was able to achieve cost savings without sacrificing product differentiation. But if the company's competitors had adopted a cost leadership strategy, Crown's attempt to become a low cost differentiated product maker would have been doomed: the company would have been stuck. Indeed, in this case, all opportunities to reduce costs without sacrificing differentiation would already be used by Crown's competitors.

However, the situation when competitors “slip”, and the company itself, due to this, achieves advantages in both cost and differentiation, is often temporary. Eventually, one of the competitors will start implementing one of the general competitive strategies and will also succeed admirably in finding a balance between costs and differentiation. That is, the company still has to choose a certain type of competitive advantage, which it is focused on and which it will try to maintain for a long period of time. Weak competitors are also dangerous: under these conditions, the company is trying to achieve both differentiation and cost minimization, trying to combine these two strands of strategy, but as a result, such a company will be exposed if a new powerful competitor enters the market.

Cost levels are influenced by market share and industry relationships. It is possible to achieve both leadership in cost minimization and differentiation if the level of costs is determined by the size of the market, and to a greater extent than by product design, manufacturability, service level and other factors. If a company achieves advantages by having a significant market share, cost advantages allow the company not to lose 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 competitive strategies

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

Table 1 shows which methods should be used to attack competitors who have chosen a particular 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 the interests of buyers to other differentiation parameters; Another way to attack a company that has chosen differentiation is through focusing.

In some industries, the very structure of the industry or the dispositions of competitors are such that the use of any of the general strategies to gain competitive advantage is simply ruled out. For example, a company cannot achieve a real, significant cost advantage because a number of competitors are in a similar position regarding economies of scale in access to raw materials and other cost-reducing sources. Similarly, an industry that has only a few segments or the differences between segments are not clear enough (for example, the production of low density polyethylene) is not fertile ground for the implementation of a focus strategy. This means that the possibilities of using each strategy are different depending on the type of industry. However, in many industries, all three common competitive strategies can advantageously coexist, but only if different companies choose different strategies or different bases for differentiation and focus. Industries that are particularly profitable are those where a few strong companies are on the path to differentiation, but where each company's strategy is based on different sources of 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 disadvantageous war for either side. The worst scenario for the development of the situation 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 on how much it will cost the 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 in an industry were to build their activities on the principles of a competitive strategy, everyone would choose different sources of competitive advantage. Of course, not everyone would be successful at 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 gain a competitive advantage - cost minimization. Such theories fail to explain the success of many companies—indeed, their practical application leads all firms in an industry to seek the same type of competitive advantage, trying to achieve those 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 simply by looking at the firm as a whole. Competitive advantage develops as a result of the implementation of many individual activities that are part of the development, production, marketing, delivery and service of each product of the company. Each of these activities can help establish a firm's competitive cost position and provide a basis for differentiation. For example, a company may have several different sources of advantage in minimizing costs: a low-cost distribution system, highly efficient assembly processes, or maximum utilization of the sales force. Differentiation can also be the result of equally varied factors, including, for example, the purchase of high-quality raw materials, a flexible order processing system, or high-end product design.

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

Applying the concept of the value chain, it is possible to identify strategically important activities in the company's activities and thus understand the cost picture and identify potential sources of differentiation. Competitive advantage is gained by the company that performs strategically important activities at lower cost or more efficiently than competitors.

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

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

It is from the company itself and the role of its products in the value chain for the consumer that the possibility of creating a solid basis for differentiating the company's products depends. To achieve and maintain competitive advantages, one must 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 still tend to differ. These differences are due to the history of each company, its strategy, as well as the success of its implementation. One significant difference 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 particular segment of an industry, it can tailor its value chain to that segment, resulting in cost savings or differentiation in serving that segment relative to competitors. The expansion or contraction of the geography of the markets in which the company operates can also affect competitive advantages; this is also true of the degree of integration in certain activities. Finally, competition in related industries, where value chains are coordinated in some way, can lead to competitive advantage through interconnections. A company can take advantage of scale 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 that develop, manufacture, market, deliver, and service its products. All these activities are combined into a value chain, which is schematically depicted in Fig. 1.4. A company's value chain and how a company performs certain activities is, together, the value chain and competitive advantage, a reflection of its history, strategy, its approach to executing its strategy, and the business activities of its internal divisions.

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

The value chain allows you to see what value is made up of; it consists of value-creating activities and profits or margins. The types of activities that directly create value are different from the physical and technological points of view, the operations performed by the firm. These are the building blocks with which the firm creates products that are of value to customers. The margin (markup) from which the profit derives is the difference between the total cost, the price of the product, and the summed costs of performing value-creating operations. Markup (and hence profit) can be measured in a variety of ways. The value chains of suppliers and distribution channels of a company also have a mark-up, but in order to understand the sources of competitiveness of a company in terms of 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 value-creating activity includes acquired resources, human resources (labor and managerial), and some form of technology with which the activity is carried out. Each value creation activity also uses and generates information such as customer information (order database), specification parameters (testing), and defective product statistics. Various value-creating activities can also create financial assets such as inventories or receivables. In order to identify potential sources of competitive advantage, it is first necessary to describe the structure of the value chain of a company competing in an industry. . It is necessary to start with the chain in general terms, highlighting individual types of value creation activities in the company's work. Each of the general categories

2. Analysis of the economic activities of Kontur LLC

2.1 General information about the enterprise

Limited Liability Company "Kontur" was founded in 2006.

Location of the enterprise: 236023, Kaliningrad, Sovetsky pr-t, 188 B.

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

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

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

The price for services is presented in Appendix 3.

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

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

Company Services:

inspection of the object;

development of a design solution for the facility;

provision of design estimates;

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 subject to warranty and service maintenance. In addition, customers of OOO Kontur 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, supply, installation and service.

Collaboration and partnership

The company works in partnership with leading design organizations, architectural workshops, construction and assembly 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 enterprises involved in the creation of warmth and comfort. Comfort in premises of any level of complexity is the result of many years of work of the company's employees. A wide range of auxiliary equipment and tools allows you to save time and money on installation.

LLC "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 ".

The Konturterm company in Kaliningrad and the region built boiler houses, installed heating and water supply systems in residential, administrative and industrial buildings, such as the Maritime Port Administration, cinemas "Russia" and "Zarya", furniture factories "Maksik", "Lazurit", "Mandrev" , the sanatorium "Yantarny Bereg", the hotels "Kaliningrad", "Moscow", the combine "Foodstuffs", new apartment buildings on the streets of Litovsky 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 management (accounting, audit department and informatization department),

Marketing Directorate (Product Marketing Department and Promotion Marketing Department),

logistics department (supply department, warehouse logistics department),

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

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

technical directorate,

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

secretariat.

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

heating department,

heating and air conditioning department

department of water supply and filtration.

There are 2 forms of remuneration in Kontur LLC:

1. Time-bonus wages;
2. Piecework wage system.

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

In the piecework system of remuneration, the employee is paid for the amount of products (works, 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 Rental of tools 552

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

Rice. 2.1. Types of activities LLC "Kontur"

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

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

Thus, Kontur LLC 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 performance indicators of the enterprise (see Table 2).

From table 2 we can conclude:

In 2009, there was a deterioration in performance (profit), but in 2010 the situation leveled off.

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

Indicator 2009.2010.2011 Outplane 2010-2009 Outplane 2011-2010 ABS. Growth, %of the absorption of growth, %revenue without VAT, thousand rubles. 345444379840358325410925607 SUBS. 33627375930741111 , thousand rubles 61739851-57868122182Net profit, thousand rubles 596532469-6389-6388 Return on equity, %5671841412613119 Return on sales, % 10.90.510.1-10.4-9.6-

Revenue grew in both 2010 and 2011. In 2011, the cost price grew at a slower pace than revenue - this is a favorable trend.

In 2010, the company made a loss.

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

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

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

The dynamics of the main performance indicators is illustrated in Figure 2.2.

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

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

Rice. 2.2. Dynamics of performance indicators of Kontur LLC

Table 3 Dynamics of profitability indicators of Kontur LLC

No. Name of the indicator Calculation method 2009 2010 Oct 2011 Oct 2011 Return on sales Profit from sales / Proceeds from sales * 10010.90.5-10.410.19.62 Return on the total capital of the enterprise 2-5.50.63.83 Return on 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 amount of equity capital is decreasing. The latest trend is caused by a decline in profits. Graphically, the dynamics of indicators is shown in Figure 2.3.

Rice. 2.3. Dynamics of profitability indicators of Kontur LLC

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

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

АКТИВ (показатель/обозначение) 2009 год 2010 год2011 годНаиболее ликвидные активы (А1) 165118237Быстро реализуемые активы (А2) 389434736587Медленно реализуемые активы (А3) 150601803815603Трудно реализуемые активы (А4) 377551609Итого:194962322422836ПАССИВНаиболее срочные обязательства (П1) 186842282522546Краткосрочные обязательства (П2) 027544Долгосрочные обязательства ( P3) 800 Own funds (P4) (line 490) 804117246Total: 194962322422836

According to Table 4, let's perform an assessment of liquidity (see Table 5).

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

Table 5 Estimation of the liquidity of the balance sheet of Kontur LLC

Norm 2009 2010 2011 A1 ? P1A1< П1A1 < П1A1 < П1А2 ? П2А2 >P2A2 > P2A2 > P2A3 ? P3A3 > P3A3 > P3A3 > P3A4 ? П4А4< П4А4 >P4A4 > P4

Table 6 Dynamics of liquidity and solvency indicators of Kontur LLC

No. Indicator name Calculation method 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)?10.350.360.010.36-5Share of working capital in the assets of the organizationL6=(A1+A2+A3)/ (A1+A2+A3+A4)?0.50.980.98-0 .97-0.01

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

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

Table 7 Dynamics of indicators of financial stability of Kontur LLC

No. Indicator nameCalculation methodnorm20092010Otk-ya2011Otk-ya1 Capitalization coefficient (line 590+line 690) /(line 490)? 1,523.2197.7174.591.8-105.92 Coefficient of provision with own sources of financing (p. 490-p. 190) / (p. 290)? financial independence (line 490) / (line 700) 0.4-060.050.005-0.0450.010.0054 Funding 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 a negative trend 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 carried out indicate the unstable financial condition of Kontur LLC.

2.3 Analysis of the external environment

The market for boiler and gas equipment directly depends on the development of the construction market. Therefore, first of all, we note the main trends in this industry. Let's 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 trends in the construction industry of the Kaliningrad region, the following can be noted. One of the most important parts of this industry is shared construction. Today, about 50 construction companies operate on the Kaliningrad share construction market. 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 somewhat different figures. “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 (SettlEstate) .

Recently, companies have appeared on the construction market that have changed their founders to Muscovites, retaining their 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 unblemished 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 the cost per square meter, and if in other regions a potential interest holder first selects 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.

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

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

In general, for the period 2007-2011, the volume of work performed by 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

Indicaestimategrowth 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 industry in the Kaliningrad region is presented in table 9.

Table 9 Key performance indicators of the construction industry

№ п/пПоказательГоды200720082009201020111Число действующих строительных организаций32873298319932862Объем работ, выполненных по виду деятельности «Строительство», млн рублей20650,523583,024900,026470,933495,73% к предыдущему году в сопоставимых ценах100,693,688,180,6111,54Ввод в действие объектов жилищного и социально-культурного destination: 5 residential buildings, thousand sq. m of total area753.3800.6607.8524.65456 including: individual developers268.8247.3209.3121.4118.5

In 2011, construction was completed on a number of housing and communal facilities, work was underway on the construction of the Baltic NPP, and major road construction projects are being implemented.

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

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

There are 61 gas distribution stations (GDS), more than 75 thousand gas control and cabinet control points, 405 gas filling stations (GFS) and points (GNP) with a total capacity of 2.3 million tons of liquefied gas per year in the GDS.

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

The total number of gas distribution companies in Russia is more than 500 units. Here it is necessary to touch upon the very term gas distribution organization. In this report, by GDO we mean organizations professionally involved in gas distribution, namely, transporting gas, operating gas distribution networks and supplying gas to consumers. We will call an organization that has gas distribution networks on its balance sheet and is included in the register of natural monopolies of the FEC of Russia a natural monopoly entity.

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 has 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 deliveries of Central Asian gas to Russia.

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

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

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

- start of work within the framework of 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 m3 3/ year due to the fact that at present the throughput capacity of the specified gas pipeline cannot cover the prospective volumes of gas consumption in the region.

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

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. p/nYears200720082009201020111Consumption 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 phase of this program will be 210 km. Gasification of the Zelenogradsky district, Krasnoznamensky, Nemansky, Guryevsky municipal districts, Yantarny urban district continues.

In 2011-2013, the following investment projects for gas supply are being implemented at the expense of attracted funds within the FTP:

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

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

commissioning of the ground operating complex of the Kaliningradskoye UGS facility with the washout of tanks up to 230 thousand cubic meters. m (responsible JSC "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 industry Consumption, billion cubic meters Of total consumption, %1 Electric power industry 140.6392 Metallurgical industry 28.67.93 Agrochemical industry 17.84.94 023.6Russia total360.7100

Let us analyze the influence of macroenvironment factors (see Table 12.)

Table 12 Analysis of the impact of macro-environment factors

№ FactorsInfluence 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 about the special economic zone The benefits of the Special Economic Zone in the Kaliningrad Region help to increase the investment attractiveness of the region and, accordingly, the development of large investment projects. region.5.Political support for the regionEffective and timely implementation of federal target programs for the development of the region.6.Introduction of new technologies in the development of construction organizationsHigh requirements for construction will lead to the need for enterprises in the industry to use new modern technologies that require significant investments and high competencies. The labor market will raise the level of requirements for specialists, and there will be a need for professional retraining.

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

Table 13 PEST Analysis Matrix

POLITICAL FACTORS ECONOMIC IMPACT · taking measures to improve the socio-economic situation of the Kaliningrad region · development of partnership and cooperation with NATO within the framework of the Founding Act on Mutual Relations, Cooperation and Security · Participation of Kaliningrad in the international project "Sustainable Urban Development" · Tightening requirements, the need to join the 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 solvent demand of the city's population is falling and is currently not supported by borrowed funds · The end customer is becoming more demanding on the quality of services SOCIO-CULTURAL TRENDS TECHNOLOGICAL INNOVATIONS · Demography: the population of the city and the region began to rise · State support for the poor, military and young residents · Monetary incomes of Kaliningraders are gradually increasing · Media representations: information about the government's desire to support domestic products · improvement of production technology: domestic cars began to be produced using Western technologies · Research funding: government support for the construction industry · Replacement technologies/solutions · Technology maturity · Change and adaptation of new technologies · Production capacity, level · Information and 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 political and economic factors exert the greatest influence on the company.

2.4 Analysis of the internal environment

The company plans and executes direct production activities based on service orders and concluded contracts.

The company has developed and maintains documented procedures that allow analyzing orders before they are executed and coordinating this activity with the customer.

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

• customer requirements were fully understood and documented;
• all possible contradictions between the requirements of the customer, the requirements of regulatory documentation for products, the capabilities of the enterprise were identified in advance and resolved with customers before 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.

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

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

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

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

Strengths Weaknesses - the presence of the objectives of the quality management system; - management is aware of the need for quality management; - there is feedback with the customer - the lack 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.

We characterize the marketing activities of the enterprise. The marketing activities of Kontur LLC are aimed at setting specific current and mainly long-term (strategic) goals, ways to achieve them and real sources of resources for economic activity, based on market demands; determine the range and quality of products, its priorities, the optimal structure of production and the desired profit. In other words, the manufacturer is called upon to produce products that will find a market and make a profit. To do this, it is necessary to study social and individual needs, market demands as a necessary condition and prerequisite for activity. Therefore, the understanding of the fact that activity does not begin with exchange, but with consumption is becoming more and more deepened. This concept has found its embodiment in the marketing of the organization "Kontur".

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

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

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

Work on the search for products that provide effective demand, increase sales and, as a result, increase the mass of profits, continues.

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

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

For Kontur LLC, the upward trend in the value of price marketing is increasing under the influence of a change in the structure of sales of commercial products in the direction of increasing the share of goods intended for the consumer market, where price competition is especially great.

The firm's pricing policy is as follows:

the price must cover all costs;

the price should be high enough due to the uniqueness of the products;

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 activity of an enterprise (on the example of Kontur Term LLC) Diploma Management

Am 7universum.com

ECONOMY AND LAW

DEVELOPMENT OF A COMPETITIVE STRATEGY OF THE ENTERPRISE ON THE BASIS OF ANALYSIS OF ITS ACTIVITIES

Savchenko Denis Davidovich

Bachelor of Economics,

FGBOU VPO "Moscow State University of Civil Engineering",

Russian Federation, Moscow E-mail: [email protected]

Panteleeva Margarita Sergeevna

cand. economy Sciences,

senior lecturer of the department economics and management in construction, Moscow State University of Civil Engineering,

Russian Federation, Moscow E-mail: [email protected]

THE DEVELOPMENT OF COMPETITIVE STRATEGY OF THE ENTERPRISE BASED ON THE ANALYSIS OF ITS ACTIVITY

Bachelor of Economics, FSBEIHPO “Moscow State University of Civil Engineering”,

Margarita Panteleeva

Candidate of Economic Sciences, Senior Lecturer of Economics and Management in the Construction Industry Chair, FSBEI HPO “Moscow State University of Civil Engineering”,

ANNOTATION

This article actualizes strategic planning within the framework of economic rivalry that is growing every year. The market economy forces us to look differently at the external conditions of activity

Savchenko D.D., Panteleeva M.S. Development of a competitive strategy of an enterprise based on the analysis of its activities // Universum: Economics and jurisprudence: electron. scientific magazine 2015. No. 8(19) . URL: http://7universum.com/ru/economy/archive/item/2467

companies, and one of the most important aspects of the changing behavior of economic entities is the frequency of changes in customer preferences, the quality and range of products of the main competitors.

The article actualizes the strategic planning within the framework of growing economic rivalry year by year. The market economy makes us have another look at the external environment of the company's activity, and one of the most important aspects of the changing behavior of the subjects of the economic sphere is the rate of consumer preferences change, quality and product assortment of leading competitors .

Key words: economics, competitiveness, management, goods, services, management, financial and economic indicators, financial activity, strategy.

Keywords: economics, competitive ability, management, product, services, management, financial and economic indicators, financial activity, strategy.

The purpose of this study is to create an algorithm for developing a competitive strategy, as well as to develop a model for diagnosing the competitiveness of an enterprise.

The methodology developed in this article is of practical importance and can be used by organizations to develop a competitive strategy.

The strategy itself is the foundation in enterprise management, which should ensure the growth and development of the enterprise, as well as increasing the competitiveness of the products, goods and services provided by the enterprise.

Market "rules" determine the behavior of all firms: new

and established, small and huge corporate giants.

There is no single strategy for an enterprise, since its formation is a very difficult process, depending on many factors,

such as the potential of the enterprise, the characteristics of the services or goods it produces, and the behavior of its competitors. The significance of the problem of a unified strategic development for Russian enterprises necessitates additional development of the theoretical and methodological foundations of marketing, research on the development of strategies, as well as theoretical and practical recommendations aimed at increasing competition in the enterprise and its development.

Whatever the enterprise, it needs to choose a certain model of behavior in the market (see table 1) in order to maximize profits and stay afloat.

Table 1.

Types of competitive strategies (source: compiled by the author)

Types of competitive strategies Description

Leadership strategy in minimizing costs Reducing the costs of producing goods and services, as well as their implementation. The goal of working in the format of this strategy is to find ways to reduce these indicators without resorting to a deterioration in product quality.

Diversification strategy It implies the presence of positive qualitative differences between the proposed product and competitors' products. Within the framework of this strategy, minimizing production costs is not a priority.

Focus strategy It implies concentration on a certain market segment, while using strategies to minimize costs and product differentiation, both simultaneously and separately. The main difference from previous competitive strategies is that the company will compete in a narrow market segment.

This choice depends directly on the level of competitiveness of the enterprise, independently analyzing the market. Based on the field of activity of enterprises, competitiveness depends on the following factors:

1. the specifics of the services or goods offered on the market;

2. features of the competition market. Is it a monopolistic, oligopolistic or absolute competition market;

3. how developed the enterprise's production activities, logistics, enterprise management, response time to new information;

4. comparative advantage of the enterprise in relation to competitors.

In addition, it should be noted that the competitiveness of an enterprise is a relative value and the basis for comparing its level is the same indicators as for assessing competing enterprises.

Factors of competitiveness are divided into internal and external.

Internal factors of competitiveness:

1. reputation,

2. staff level,

3. quality of goods and services,

4. enterprise value,

5. technology,

6. logistics,

7. quality control level,

8. staff motivation.

External factors of competitiveness:

1. customs policy, quotas,

2. state insurance in the country,

3. legal protection of consumers,

4. level of economic development,

5. credit policy.

External factors do not depend on the organization of the enterprise and are able to influence its activities. Internal factors, on the contrary, directly depend on the actions of company leaders.

To ensure the competitiveness of the enterprise, it is also necessary to pay great attention to management. Therefore, internal factors of competitiveness pay special attention to the level of company management.

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

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

5, Analysis of the selected competitive strategy through SWOT analysis and comparison with preliminary goals

7, Analysis of results; received from the implementation of a competitive strategy

1. Mission and corporate development strategy of the enterprise

2. Setting corporate goals and formulating based on them

preliminary tasks in competition

H. Collection and analysis of information about the external and internal environment of the enterprise

Industry Analysis

Competitor analysis

Internal audit

Index

intensity

competition

Competitive advantages;

ranking

competitors

capabilities

4. The choice of a strategic alternative based on data on competitive

position of the enterprise and the intensity of competition

6. Implementation of a competitive strategy through the developed and

approved competitive plan

Adjustment of the existing strategy taking into account the reaction of competitors

elimination of defects

Figure 1 Algorithm for developing and implementing a competitive strategy

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

1. continuity and accumulation;

2. the sequence of steps to be performed;

3. cyclical.

1) Continuity and accumulation. An enterprise, even before developing a strategy, should analyze previous experience, find out what actions were useful in the competition, and check their relevance at the current moment. The study of past experience will allow the company to avoid old mistakes when developing a new strategy.

2) The sequence of steps to be performed. This rule is caused by the dependence of the subsequent stage on the previous ones. This will allow avoiding mismatch between the competitive strategy and market conditions, mistakes that have already happened in the past, and evaluate the results obtained in the course of implementing this strategy.

3) The cyclicity is manifested in the fact that the results of the implementation must be analyzed and necessarily taken into account in the subsequent development of strategies, since the competitive strategy is constantly adapting to the competitive environment.

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

Firstly, all the material received and structured during the creation of the strategy allows both management and performers to clearly consider the situation on the market, the position of the company on it, the reality of goals and ways to achieve them.

Secondly, the competitive strategy acquires the force of an organizational and administrative document, that is, it concentrates forces in the necessary direction.

And thirdly, by analyzing its activities in the past, the company can constantly improve and expand its scope of activities, respond to market changes, strengthen its position and conquer new markets and niches. In practice, one often encounters a situation where there is a gap between the theory of competitive strategies and the practice of its application in the enterprise. The algorithm proposed below for the development and implementation of a competitive enterprise strategy can help to minimize this gap.

According to the algorithm in Figure 1, the development and implementation of a competitive strategy is carried out through the sequential implementation of 8 main stages.

1. Mission and corporate development strategy of the enterprise.

2. Formulation of tasks in the competitive struggle in the market.

3. Collection and analysis of information about the external and internal environment of the enterprise.

4. Choice of competitive strategy of the enterprise in the market.

5. Analysis of the chosen strategy.

6. Implementation of the competitive strategy through the developed plan.

7. Analysis of the results.

8. Correction of the existing strategy or development of a new more effective strategy that will be able to implement the tasks set by the general corporate strategy of the enterprise.

It is important to note that in the hierarchy of strategic planning, the competitive strategy is lower than the general corporate development strategy of the enterprise. The development of a competitive strategy should begin after the completion of work on the overall corporate strategy of the enterprise.

Due to the fact that the development and implementation of a competitive strategy affects various functional units, it is necessary to differentiate each stage of the algorithm into three phases:

I. Preparation phase (1 and 2): allows you to determine the nature of the fight. For example, retreating or defensive.

II. Development phase (3, 4, 5): tasks are transferred to functional departments that are responsible for marketing and sales. In the future, the analysts of this division analyze the market, while the key positions of the analysis are the intensity of competition in the market and the competitive position of the enterprise.

III. Implementation phase (6, 7, 8): the actual implementation of the strategy takes place.

Figure 2. Model for diagnosing the competitiveness of enterprises

However, a detailed step-by-step plan for creating and implementing a competitive strategy as part of a market analysis requires an assessment of its effectiveness. For this, competitiveness is considered as an integral indicator consisting of the following components:

1. competitiveness of products;

2. efficiency of the enterprise;

3. commercial efficiency of the enterprise;

4. level of market concentration.

The first component, which largely determines the competitiveness of a construction company, is its products (services). Classically, the competitiveness of products is understood as the totality of its quality and cost characteristics that ensure the compliance of products (goods, works, services) with market requirements in a certain period of time. All product parameters in the construction industry are classically divided into consumer, economic and marketing.

To assess the level of product parameters, it is proposed to use the expert method of scoring, according to which the rating scale has the form (P1):

from 0 to 0.5 - if the parameter is worse than the competitive one;

0.5 - if the parameter is completely identical to the competitive one; from 0.5 to 1.0 - if the parameter exceeds the competitive one.

According to the integral level, the competitiveness of products (Ci) of an enterprise will be determined by the formula shown in Figure 2. It is advisable to use the above approach in relation to assessing the parameters of products in each nomenclature group. According to the results obtained, if Ki exceeds the limit of 0.5, then the product is competitive in comparison with the products of competitors, but if this indicator approaches 1, then the product can be

identify as highly competitive. If Ki is less than the limit of 0.5, then this indicates the non-competitiveness of products in the relevant market.

The next component of diagnosing the competitiveness of a construction company is the assessment of the effectiveness of its functioning in terms of the following components: financial and economic efficiency, production efficiency and commercial efficiency.

The financial and economic efficiency of an enterprise is proposed to be assessed by the selected most representative indicators of the financial condition, in particular, the profitability ratios of assets, total liquidity, autonomy, and capital productivity. The above indicators make it possible to identify the profitability and intensity of the use of the company's capital, capital structure and solvency.

Evaluation of production efficiency is proposed to be carried out on the basis of relative indicators of capital productivity, material productivity, productivity, profitability of production and the share of defects in output. This allows you to determine the level of resource efficiency of production, profitability and quality of products (services).

In order to diagnose commercial efficiency, it is proposed to be guided by such indicators as the profitability ratio of product sales, the level of supply reliability, the level of overstocking of warehouses with finished products, the average maturity of receivables and payables. The above indicators make it possible to evaluate the profitability of product sales, the quality of sales activities and work with consumers of the enterprise. To form an integral level of efficiency of the enterprise functioning, it becomes necessary to translate indicators into relative values ​​according to the developed scale:

from 0 to 0.5 - if the indicator is worse than the baseline;

0.5 - if the indicator is completely identical to the base one; from 0.5 to 1.0 - if the indicator exceeds the baseline.

It should be noted that the industry average or average market indicators should be taken as the base ones. According to the noted expert scale, the above indicators are converted into scores, they are also given weights, which makes it possible to obtain integral levels of various components of the efficiency of the enterprise. Based

summarizing the values ​​of these levels using the geometric mean, the integral level of the efficiency of the enterprise functioning is determined by the formula shown in Figure 2.

The interpretation of the obtained results is carried out in a similar way: if Er exceeds the value of 0.5 and approaches 1, then we can talk about a high level of efficiency of the enterprise and the excess of the industry or average market level in this parameter; if Er is equal to 0.5, then this indicates full compliance with the efficiency standards formed in the region. If Er is less than the limits of 0.5, then this demonstrates significantly worse performance parameters of the enterprise compared to competitors.

An important component of diagnosing the competitiveness of a construction company is taking into account the level of market concentration, because if the market is highly monopolized, then even if there are high-quality and inexpensive products and a high level of operational efficiency, the company will not be able to gain a foothold in it. Given that the indicator for assessing the level of market concentration in our method is corrective in its content, we will use the Herfindahl-Hirschman coefficient (Ik) to calculate it, the formula for calculating which is shown in Figure 2.

If Ik approaches 0, then this indicates a lack of market concentration and its competitiveness; if Ik approaches 1, then we are talking about a highly monopolized market. The use of such an indicator is carried out on an inverse scale.

Based on the above, the integral level of competitiveness of the enterprise is calculated taking into account the concentration of the market according to the formula shown in Figure 2. Based on the results of the calculation, we will obtain an integrated level of competitiveness of the enterprise. If the KKR approaches 1, then this indicates a high level

competitiveness of the enterprise, if equal to 0.5, then the enterprise is

equivalent with a competitor, if Kcr is less than 0.5 and approaches 0, then the enterprise is uncompetitive.

The proposed approach makes it possible to take into account all the essential parameters that form the competitiveness of a construction company: products, performance efficiency and concentration of the functioning market. Also, this method is intended for self-diagnosis of the competitiveness of an enterprise, since it is largely based on an expert assessment by the specialists of an enterprise of its own competitive advantages.

Today, competitive struggle has become an important problem of the country's economic climate, since competition acts as an accumulator of the activities of many economic agents. The problem also lies in the fact that the emergence of modern construction enterprises takes place in the conditions of a fierce struggle, with which they are not ready and do not know how to fight.

A timely created and applied competitive strategy is an effective tool for the development and economic activity of any construction organization, therefore the modern direction of the enterprise's marketing policy should be closely intertwined with the external environment of the company's life, which includes not only competing firms, but also buyers and suppliers.

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