Development of a competitive strategy for the development of a commercial organization. Abstract: Development of a competitive strategy for the company

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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 updates strategic planning within the framework of economic rivalry that is growing every year. Market economy makes you look at it differently external conditions activities

Savchenko D.D., Panteleeva M.S. Development competitive strategy enterprises 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 .

Keywords: economics, competitiveness, management, goods, services, management, financial and economic indicators, financial activities, 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 company's products, goods and services.

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 single strategic development for Russian enterprises causes the need for 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 is the enterprise production activity, 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 management 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 by placing the company 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

Indicator

intensity

competition

Competitive advantages;

ranking

competitors

opportunities

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 diagram shows that the function of competitive strategic planning in the enterprise is carried out with the help of 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, must analyze previous experience, find out what actions were useful in the competition, and check their relevance at the current moment. Learning from past experience will allow the enterprise to avoid old mistakes in development 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 been made 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 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 the management and the performers to clearly consider the situation on the market, the position of the company on it, the reality of the 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 competitiveness 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 the enterprise is proposed to be evaluated by the selected most representative indicators financial condition, in particular, the ratios of return on assets, total liquidity, autonomy, capital productivity. The above indicators make it possible to identify the profitability and intensity of the use of the enterprise's capital, the capital structure and solvency.

Estimate production efficiency it is proposed to carry out according to relative indicators of capital productivity, material productivity, productivity, profitability of production and the share of defects in the volume of output. This allows you to determine the level of resource efficiency of production, profitability and quality of products (services).

For the purpose of diagnosis commercial efficiency it is proposed to be guided by such indicators as the profitability ratio of product sales, the level of reliability of supplies, the level of overstocking of warehouses finished products, average maturities 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 high level the efficiency of the enterprise and the excess of this parameter of the average industry or average market level; 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 on 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 the enterprise, since it is largely based on expert evaluation specialists of the company's own competitive advantage.

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.

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

Bibliography:

1. Borozdina S.M., Panteleeva M.S. The marketing policy of the enterprise as a basis systems approach to the analysis of his activities // Internet journal "Science Studies". - 2015. - V. 7, No. 2 / [Electronic resource]. - Access mode: http://naukovedenie.ru/index.php?p=pricing (date of access: 07/13/2015)

2. Borozdina S.M., Panteleeva M.S. Increasing the competitiveness of a construction company based on marketing information system// Scientific review. - 2013. - No. 3. - S. 277-280.

3. Weinstock N.R. Competitiveness management of specialized construction organizations in modern market conditions // Economics and Entrepreneurship. - 2013. - No. 11 (40). - S. 459-462.

4. Kogotkova I.Z. Marketing research in construction. - M., 2009. - 328 p.

5. Kutuzova T.Yu. Marketing management. - M., 2015. - 255 p.

6. Marketing: a textbook for students / B.A. Solovyov, A.A. Meshkov, B.V. Musatov. - M.: Infra-M, 2013. - 335 p.

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Eldar Aminov head of the strategic marketing group of JSC " Production Association"Krasnoyarsk plant of combines"

Competitive strategy is a tool in the hands of enterprise managers to achieve the intended goal. In order for the competitive struggle to be conducted deliberately, it is necessary to develop a competitive strategy, draw up a plan for its implementation and analyze the results of the implementation of the plan. The developed plan for the implementation of a competitive strategy helps all employees of the organization to clearly understand what function they should perform when working with each market segment and how to behave in case of certain actions of competitors. In other words, it creates conditions for the coordinated work of managers of various departments to achieve common corporate goals. And in the market, the company's actions become interconnected and purposeful.

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

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

Picture 1. Stages of developing and implementing a competitive strategy

The above diagram 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:

succession and accumulation;
the sequence of steps (stages) to be performed;
cyclicity.

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

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

The cyclic nature of competitive strategic planning is manifested in the fact that the results of the implementation of a competitive strategy must be analyzed and 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, the available analytical material, obtained and structured during the formation of the strategy, allows both management and performers to clearly see the situation on the market, the position of the company on it, the reality of the goals and ways to achieve them.

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

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

Currently, practitioners often have to deal with a situation where there is a gap between the theory of competitive strategies and the practice of its application in the enterprise. This gap can be minimized by the algorithm proposed below for the development and implementation of an enterprise's competitive strategy (Fig. 2).

Figure 2. Algorithm for developing and implementing a competitive strategy

According to the proposed algorithm, the development and subsequent implementation of a competitive strategy is carried out by sequentially performing eight main stages:

Mission and corporate development strategy of the enterprise.
Formulation of tasks in competitive struggle in the market.
Collection and analysis of information on external and indoor environments enterprises.
Choice of competitive strategy of the enterprise in the market.
Analysis of the chosen strategy.
Implementation of the competitive strategy through the developed plan.
Analysis of the results of the implementation of the strategy.
Adjustment 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 since the competitive strategy is lower in the strategic planning hierarchy than the general corporate development strategy of the enterprise, it makes sense to start developing a competitive strategy after the completion of work on the general corporate development strategy of the enterprise.

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

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

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

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

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

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

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

Figure 3 The place of SWOT analysis in the development of a competitive strategy

As another criterion for evaluating and adjusting the chosen competitive strategy, managers need to consider the corporate goals of the enterprise, which are based on the mission and overall strategy development. This coordination is necessary in order for the chosen competitive strategy to be specific market did not have a negative impact on the development of the enterprise as a whole. For example, an attack on competitors (in order to force them out of the market) or the absorption of some of them can significantly increase the company's market share, but at the same time exceed antitrust laws or the costs incurred will not be able to pay off.

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

1. Summary.

This section of the competitive plan is the last to be drawn up and, when completed, should begin with the formulation of goals, a description of the strategy and short plan actions to achieve the set goal and implement the strategy. A summary that helps management quickly understand the main points of the plan.

2. Description and analysis of the current market situation.

Brief political and economic situation region/country market.

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

3. Description and analysis of competition in the market.

Analysis of competitors' activities.

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

Assessment of the intensity of competition in the market.

4. Results of the past period.

Actual and planned results of the previous period.

Analysis of the results of the past period. Description of the reasons for non-fulfillment or overfulfillment of the plan.

5. Setting goals and describing the chosen strategy.

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

6. Evaluation of the chosen competitive strategy.

The evaluation of the chosen strategy is based on the analysis external environment and internal capabilities of the enterprise (SWOT analysis). In addition, the chosen competitive strategy must be considered for compliance with corporate goals. Here you should also characterize the chosen competitive strategy, give a description necessary conditions successful completion of the competitive plan and possible reasons that could interfere with its implementation.

7. Plan for the implementation of the chosen competitive strategy.

This section should state:

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

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

8. Budget for the planning period.

The required volume is analyzed Money directed to the implementation of the competitive strategy.

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

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

correctness of the chosen strategy?
competitor reaction?
the correctness of the planned activities and to correlate the results obtained and the planned ones?
the effectiveness of the tasks?
highlight successful and unsuccessful approaches, methods, ideas?

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

Often competitive strategy is something isolated in strategic planning at the enterprise, meanwhile it is directly integrated into it and is its integral part. submitted step by step algorithm development of a competitive strategy and a plan for the implementation of the developed strategy make it possible to establish a closed cycle of competitive strategic planning.

McDonald M. Strategic planning marketing. St. Petersburg: Piter, 2000, p. 76.

Day J. Strategic marketing. M.: Eksmo, 2003. S. 159.

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

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

INTRODUCTION 3

CHAPTER 1

1.1. The concept and essence of competitive strategy 6

1.2. Factors affecting the competitive strategy of a trade enterprise 12

1.3. Principles for developing a competitive strategy commercial enterprise 18

1.4. Competitive Strategies for modern market and methods for ensuring the competitiveness of a trading enterprise 21

CHAPTER 2. ANALYSIS OF THE COMPETITIVE STRATEGY OF A TRADING ENTERPRISE ON THE EXAMPLE OF BALTTERM LLC 30

2.1. Characteristics of the activities of Baltterm LLC 30

2.2. Analysis of the main technical and economic indicators of Baltterm LLC 31

2.3. Assessment of the competitive advantages of LLC Balterm 38

2.4. SWOT-analysis LLC "Balterm" 57

CHAPTER 3. DEVELOPMENT OF A COMPETITIVE STRATEGY OF BALTTERM LLC 61

3.1. Proposals for the formation of strategic competitive advantages for the products of BALTTERM LLC 61

3.2. Performance evaluation 64

CONCLUSION 69

LIST OF USED SOURCES AND LITERATURE 72

APPENDIX 76

INTRODUCTION

Relevance of the research topic. Trade services occupy a leading place in the country's economy. The modern development of trade in Russia is characterized by a steady growth rate. In recent years, competition has noticeably increased in this area, which is caused both by internal factors in the development of trade and by the activity of penetration of foreign companies and imported products into the Russian market. Under the current conditions, the issues of ensuring the competitiveness of trade enterprises of various formats are of particular importance, since the success of an economic entity directly depends on achieving a high level of competitiveness and implementing competitive approaches that ensure its long-term stable position in the market.

Ensuring the competitiveness of trade enterprises is largely determined by the formation of competitive strategies adequate to the conditions of the markets served.

In order to ensure the survival of the enterprise in modern conditions, management personnel need, first of all, to be able to realistically assess the competitiveness of both their enterprise and existing potential competitors. In this regard, the development of a competitive strategy for a trading enterprise is of particular relevance.

Competitive strategy is a managerial position that an enterprise chooses for its strategic development. Therefore, the main task of developing a competitive strategy is to identify business practices and methods that are aimed at attracting customers, maintaining competition and strengthening market position.

Based on the theory and practice of developing a competitive strategy and shaping the competitiveness of modern firms, the following contradictions can be distinguished that require resolution and characterize the state of the phenomenon under study at various levels:

Social and managerial nature: on the one hand, the development of a competitive strategy and increasing the competitiveness of an enterprise is a necessary and indispensable condition for ensuring and maintaining at the proper level financial stability, and on the other hand, the unstable financial condition of the enterprise does not allow to successfully solve the problem of competitiveness. Maintaining the required level of competitiveness and financial stability of the enterprise requires the full use of numerous internal and external development factors;

Scientific and theoretical nature: on the one hand, there are scientifically based strategies for increasing the competitiveness of the company, and on the other hand, they are not sufficiently implemented in the management practice of modern organizations.

Based on the analysis of relevance and contradictions, the research problem is formulated, which consists in the formation of special actions (events) and the development of a strategy for the competitiveness of a modern trading enterprise, which will make it possible to distinguish this trading enterprise from competitors, that is, to increase its competitiveness.

The need to resolve these contradictions led to the choice of the research topic - "Development of a competitive strategy for a trading enterprise."

Purpose of the study is to develop a competitive strategy for a trading enterprise.

Object of study– competitive strategy of Baltterm LLC.

Subject of study– the process of developing a competitive strategy in Baltterm LLC.

In accordance with the purpose of the work, the following were set and solved. tasks:

to study the basics of the theory of the competitive strategy of an enterprise, as well as the factors affecting its competitiveness;

to analyze the main indicators of the competitiveness of the enterprise;

explore the methodology for developing competitive strategies and the process of forming strategies for a trading enterprise;

characterize state of the art activities of Baltterm LLC, identifying negative and positive trends;

explore the competitive environment of Balterm LLC as base element to develop a competitive strategy for a commercial enterprise;

develop a competitive strategy for Baltterm LLC.

The theoretical basis of the study was the ideas and provisions in the field of strategic management of G.A. Azoeva, A.L. Chelenkova, I.A. Ketova, M.I. Knysh, R.A. Fatkhutdinov, M. Porter, A.Yu. Yudanova and others.

The sources of information for the study of the competitiveness of the enterprise LLC "Balterm" were the balance sheet for 2010-2012, the organizational structure of the enterprise, the staffing of the enterprise, statistical data on the development of the Kaliningrad heating equipment market for 2010-2012.

The diploma project consists of an introduction, three chapters, a conclusion, applications, a list of references and references.