In the context of the development of a market economy, the formation of a competitor of new potential, the definition, development and creation of prerequisites for sustainability are of particular importance for the successful functioning of an enterprise. competitive advantage, choice correct form competitive behavior. 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 operation, an enterprise needs to develop the right competition strategy based on its competitive advantages, which actualizes the study of forms of competition in modern conditions.

The importance of strategic behavior, 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, the same for all companies, just as there is no single universal strategic management. Each firm is unique in its own way, 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 basis 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 on 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. Terms environment 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 goals. The implementation of the strategy is a set of actions that contribute to increasing business activity in the organizational and financial areas, developing the company's policy, creating a corporate culture and motivating staff, 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 in such conditions that all the weaknesses of some enterprises become clearly visible and strengths others. 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 that in-depth analysis of competition is an important integral part strategy formulations.

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

Penetration of new competitors;

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

Buyer 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:

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

2. slow growth of the industry;

3. high level of fixed costs in the form of overhead or inventory costs;

4. lack of differentiation (no conversion costs);

5. quantitative leap in capacities;

6. various kinds of competitors;

7. high strategic importance;

8. high exit barriers.

By general strategies, Porter means strategies that have universal applicability or are derived from 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.

For this, there are three basic strategies:

Leading the way in cost reduction

· differentiation;

focusing (special attention).

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

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

Cost leadership is perhaps the most characteristic of the three general strategies. It means that the company aims to become a low cost producer. The company's deliveries are very diverse and serve many segments of the industry. This magnitude is often key factor cost leadership. The nature of these benefits depends on the structure of the industry, whether it be a matter of economies of scale, advanced technology, or access to sources of raw materials.

Porter points out that a company that has won leadership in cost reduction cannot afford to ignore the principles of differentiation. If consumers do not find the product to be comparable or acceptable, the leader will have to make price cuts to weaken his competitors and lose his lead in the process. Porter concludes that a leader in cost reduction in product differentiation must be on par with, or at least close to, its competitors.

Differentiation, according to Porter, means that the company strives for uniqueness in some aspect that is considered important. big amount clients. She selects one or more of these aspects and behaves in such a way as to satisfy the needs of consumers. The price of such behavior is higher production costs.

The third type of strategy is to focus on some aspect of the activity. It is radically different from the previous two and is based on the choice of a narrow area of ​​competition within the industry.

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

Consider also the types of strategies for the behavior of firms according to A.A. Thompson and A.J. Strickland. Famous authors of the book "Strategic Management" A.A. Thompson and A.J. Strickland describes the strategies of firms in sufficient detail and reasonably. They distinguish the following strategies: offensive, defensive and vertical integration strategies.

1. Offensive strategies to maintain competitive advantage. Competitive advantage is usually achieved through the use of a creative offensive strategy that is not easy for competitors to counter. There are six main types of offensive strategy:

Actions designed to counter or surpass a competitor's strengths;

Actions aimed at exploiting the weaknesses of a competitor;

Simultaneous offensive on several fronts;

Capturing unoccupied spaces;

Guerrilla warfare;

Preemptive strikes.

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

A good defensive strategy involves the ability to quickly adapt to a changing situation in the industry and, if possible, pre-emptively block or prevent competitors from attacking blocking actions.

The second approach to defensive strategy is to communicate to competitors that their actions will not go unanswered and the firm is ready to attack. The purpose of such signals is to prevent the start of attacking actions (since the expected results of challenging competitors may be significantly lower than the costs incurred) or to redirect them to less protected targets.

Another way to counter the offensive actions of competitors is to try to reduce the profit that attracts them and pushes them into offensive actions. When the profitability of a firm or industry is very high, it serves as a bait for a large number of firms and creates a desire to go on the offensive, even if the barriers to entry are high and the defenses are strong. In this situation, the firm can defend itself against competitors, especially newcomers, by forgoing short-term profits and using accounting mechanisms to show relatively low returns.

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

1.2. Rationale for the choice of competition strategy

The individual competition strategy of an enterprise is a set of methods, techniques and measures aimed at strengthening the competitive position of an organization, the specific content of which depends on the characteristics competitive environment s enterprise and its competitive strategic potential.

The need to choose a competition strategy lies in the fact that the modern market economy is competitive. The opportunity and freedom to strive to satisfy private interests for each economic entity and the economic isolation of commodity producers create the prerequisites for the existence of competition. In the process of marketing research, calculations to assess the competitiveness of services or goods are aimed at identifying competitive advantages and vulnerable positions.

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

The challenge is to maintain and develop our competitive advantage.

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

To find and implement strategic positioning this model provides for a combination of the following three criteria:

Mainly in terms of costs

Commodity differentiation;

Market concentration.

As a result, five basic positions and their corresponding competitive strategies are fundamentally possible.

Consider the features of these strategies:

The transportation cost leadership strategy involves reducing the total costs of producing transportation services, which attracts a large number of consumers;

A broad differentiation strategy aims to give services or products specific characteristics that distinguish them from the services of competing organizations, which attracts a large number of consumers (clients);

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

A focused low cost strategy is based on low costs and focuses on a narrow market segment where the organization is ahead of its competitors due to lower production costs;

A focused differentiation strategy is based on the differentiation of services or products that most fully meets the requirements of a narrow market segment.

These strategies create their competitive advantages, while each strategy requires the necessary economic resources, certain skills and the right managerial actions of managers.

In accordance with the starting positions, one of the following competitive strategies can be used: reducing the cost of transport services, differentiation, segmenting the market and choosing a market niche, introducing innovations, focusing on market needs.

When developing a competitive strategy, it must be taken into account that all types of competitive advantages are divided into two groups: low-order advantages and high-order advantages.

The advantages of the low order are associated with the possibility of using cheap labor and material resources. The low order of these competitive advantages is due to the fact that they are very unstable and can be easily lost either due to rising prices and wages, or because these cheap production resources the same can be used by competitors. In other words, low-order advantages are advantages with little persistence, unable to provide an advantage over competitors for a long time.

The advantages of a high order are: unique transport services, unique technology for the transportation of goods, optimal marketing structure, organization of the production of transport services, good reputation ATO. If a competitive advantage is achieved through the provision of unique transportation services using new rolling stock or additional equipment based on their own design developments, then in order to destroy such an advantage, competitors will either have to develop similar equipment, acquire new rolling stock, or come up with something better. All these options are not cheap and require considerable time for their implementation.

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

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

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

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

An essential point influencing the choice of strategy is the definition of performance indicators and their justification. The parameters of the strategic plan are important criteria for evaluating the effectiveness of the chosen strategy.

As a rule, the choice of the criterion of strategic effectiveness is not limited to any one indicator, since it depends on the characteristics of the current situation, prevailing (dominant) goals, as well as the availability of a reliable and reliable information about the state of the external and internal environment.

It should be said that the implementation of the developed competitive strategy and the corresponding measures that make up the marketing mix will improve the following basic elements of the competitiveness of transport services: the list of transport services offered, the quality of transport services produced, the availability of services provided.

An effective quality strategy creates a stable competitive advantage, increases the intensity of the organization's activities. Ultimately, it is this factor that is decisive in a dynamic and unpredictable environment.

Summing up the results of the chapter, we note that at the present stage of economic development, the goals and methods of competition are changing, there are changes in the behavior of economic entities associated with adaptations to changing conditions of the competitive environment, all this determines the importance of having a competitive strategy for ZAO PPRZ as the main factor success in the competition.

Chapter 2

2.1. Brief description of CJSC "PPRZ"

Brand Name Enterprise: full - Closed Joint-Stock Company"Perm spring-spring plant"

abbreviated - CJSC "PPRZ"

Legal address: 614014, g . Perm, street 1905, 35

date of state registration - 20.07.2000

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

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

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

The enterprise is liable for its obligations with all its property. The founder is not liable for the obligations of the enterprise, except as provided by the current legislation, and the Company is not liable for the obligations of the founder.

The enterprise was founded in 1994 on the basis of a specialized workshop No. 38 of OAO Motovilikhinskiye Zavody. Currently, CJSC "PPRZ" includes - shop 38 and 35 shop.

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

Shop 35 specializes in small-scale production of helical, leaf and disc springs, retaining rings and spring parts for various industries.

Production and technological capabilities of the enterprise.

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

The workshop has 3 conveyor lines serial production springs and springs for vehicles, including:

Automatic line for coiling springs by the American-Italian company Gogan-Holcroft, launched in 1980;

The spring winding line produced by the Azov Plant of Forging and Pressing Machines (Azov) was put into operation in 2002.

Line for the production of springs for cars.

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

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

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

Product quality:

The manufactured spring products for automobiles are certified in GOST R systems and have a ROSS certificate of conformity. YAP. MT25. B 06138 No. 6218520 (certificate valid from 07/27/2004 to 07/27/2010).

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

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

Small series of ordered parts

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

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

The main objectives of the establishment of the Enterprise are: satisfaction of public needs in the results of its activities and profit.

The company has the right:

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

plan and carry out their financial and economic activities;

sell their products, perform work and provide services at prices and tariffs established independently or on a contractual basis;

Acquire, lease, accept for free use or on other terms any property for own needs;

The company is obliged:

ensure safe working conditions for all employees;

- to carry out the production program developed in accordance with the established procedure;

carry out only those activities that are established by its Charter;

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

Organizational structure of management

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

Marketing and sales activities in CJSC "PPRZ" are carried out by the marketing and sales department under the leadership of Deputy. director of sales, marketing and logistics (see Fig. 2).

Rice. 2. Structural diagram of marketing and sales management

The marketing and sales department consists of 4 people. The marketing and sales department performs the following functions:

Pre-contractual work with customers, conclusion of contracts;

Sales planning;

Placement of orders at the enterprise and control over their implementation;

Tracking the payment of invoices by consumers of products;

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

Department of marketing and sales, reporting directly to the deputy. Director of Sales, Marketing and MTO closely cooperates with the planning and dispatching department (PDO), financial and economic department and accounting department.

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

According to the results of 2008 and 3 months of 2009, the plan for production and sales of products in PPRZ CJSC is being fulfilled. In 2008, the volume of production at CJSC PPRZ amounted to 91.4 million rubles, the sales volume was 90.6 million rubles. The main income is generated by sales of products to third parties (96.1%). At the same time, its main part (64.5%) is due to the sale of automobile springs and springs, which bring approximately the same income.

In 2009, it is planned to receive 120.0 million rubles from sales. The company operates without loss, but the profitability of sales is very low - only 0.7%.

Data on production and sales volumes for 2008 and for 3 months of 2009 are shown in Table 2.1.

Table 2.1 - Volumes of production and sales in CJSC "PPRZ"

Table 2.1 shows that in 2009 production volumes in monetary terms increased by 15.7%, sales volumes increased by 26.6% compared to the same period in 2008.

It should be noted that in connection with the reduction in 2009 of the volume of production of domestic passenger cars, there is a tendency to reduce the purchase of springs and leaf springs by automakers in Russia.

The demand for springs is falling especially strongly, which leads to a significant decrease in their production at CJSC PPRZ. This is due to a reduction in the production of Moskvich cars at the Izh-Avto automobile plant, the main consumer of springs and leaf springs of CJSC PPRZ.

Negative dynamics in the production of springs at the enterprise has been observed since 2008. Compared to 2008, the drop in production of springs in 2009 was 60%. In 2009, production volumes of springs at CJSC PPRZ decreased by another 26%.

For springs, production volumes are increasing, in 2009 the growth was - 22%, in 2008 - 28% (for the same period).

According to the sales of products of CJSC "PPRZ" there is similar situation- Decrease in sales of automobile springs and increase in sales of springs.

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

In 2009, the volume of orders for shop 35 increased from 2 to 4 million rubles per month. Demand for the products of shop 35 and the number of customers are growing, and production volumes are correspondingly increasing.

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

For a more complete picture of the company's activities and its position in the market of spring products, it is necessary to conduct a SWOT analysis (see Table 2.2). This analysis involves an analysis of the internal environment of the company, as well as identifying opportunities and dangers for the company from the market. Based on this analysis, strategies for further behavior can be developed to overcome the dangers and strengthen the strengths of the company.

Table 2.2 - SWOT -analysis CJSC "PPRZ"

Strengths of the company High quality of products; They produce springs for almost the entire range of domestic passenger cars; Availability of a line for the production of railway springs	Weaknesses of the company Insufficient funding of marketing programs; In Perm, PPRZ springs have a bad reputation that developed in the 80s and 90s. The reason is the lack of elasticity and not always high quality.
Market opportunities Availability of space for expansion; Growth target audience(railway transport);	Following the chosen strategy and maintaining competitive advantages. It is necessary to constantly meet the emerging needs of the market.	Increased marketing costs, especially with regard to new entertainment programs; Development of a policy aimed at improving the reputation of the enterprise.
Market dangers Growing competition in this sector of the economy; economic instability in the country. The emergence of competitors on the market offering a range of related services in addition to products	Expansion of the range of services provided, i.e. the invention of new ways of coating and packaging products; Introducing new competitive advantages and maintaining old ones.

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

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

Let's consider the direction of activity of CJSC "PPRZ" using the five-factor model of competition analysis by M. Porter (Fig. 3).

Rice. 3. Five driving forces of competition according to M. Porter

Figure 3 shows all 5 driving forces of M. Porter: competition among existing firms, substitute products, the threat of new companies entering the market, suppliers and buyers. Based on this, it is possible to distribute the forces listed above according to the degree of dominance.

The most important and influencing force of industry competition for CJSC "PPRZ" is the market power of consumers (60% of influence). Next in importance is competition among existing firms (30% of influence). The remaining three forces, although they have an impact on competition in the industry under consideration, are not significant compared to the two listed above (approximately 10%).

Competition analysis. Of the five main competitive advantages proposed by M. Porter, CJSC PPRZ can include the strategy .

Let's consider each of them in turn.

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

It's usually a good idea to add features that don't cost a lot but are designed to better satisfy the customer's needs. For example, PPRZ CJSC should pack springs and leaf springs to prevent damage and loss consumer properties goods or the implementation of free loading of products sold. When pursuing a differentiation strategy, care must be taken to ensure that the cost per unit of product does not significantly exceed the level of competitors, as this can lead to the fact that ZAO PPRZ prices increase so much that buyers are not willing to pay.

Due to the strategy for the inhabitants of niches, CJSC "PPRZ" maintains its position in the market by taking competitive moves aimed either at attacking competitors or in order to protect itself from the threat posed by competitors.

In this industry, there are generally recognized leaders in the regional Kama market that have a large market share and usually outperform other companies in price changes, new product launches, product distribution coverage and sales promotion costs.

CJSC PPRZ is looking for opportunities and means to increase aggregate demand; seeks to further increase market share, even if the market size remains unchanged; continuous cost reduction should remain a strong point; defending your current market share through defensive and offensive actions.

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

CJSC "PPRZ" also adopts the experience of the leader, copies new technological moves and improves products and marketing programs, investing much less money and can achieve a fairly significant level of profit.

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

Through strategy segment concentration CJSC PPRZ directs its actions to a certain market segment. At the same time, the enterprise may strive for leadership by saving on costs, or to differentiate the product, or to combine one or the other.

Competitor CJSC "PPRZ" Chusovoy plant is constantly improving the quality of its products. To date, more than 100 types of springs have been certified at CMP OJSC in the GOST R certification system. ChMZ springs installed on Russian KamAZ trucks have never failed drivers during the Paris-Dakar transcontinental race. In the system "Mosstroycertification" the certification body "NIIZhB-certification" certified reinforcing steel class A500C with a diameter of 10-25 mm and 28-32 mm.

In response, PPRZ CJSC concentrated on the production of other types of springs, but best quality, which allowed us to take a leading position in the regional market for the sale of this product.

In the case when demand falls due to the appearance of a product of a higher quality, CJSC "PPRZ" uses a strategy of immediate response to market needs.

Unlike such enterprises, PPRZ CJSC, which implements strategy for immediate response to market needs aimed at meeting the emerging needs as quickly as possible various areas business.

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

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

Personnel trained at the plant CEO to the worker in order to ensure an understanding of the place and role of everyone in this system.

In 2000, the quality system was successfully certified by the German company TUV CERT for compliance with the requirements of ISO 9002:1994, and in November 2003, the auditors of the same company confirmed the compliance of the quality management system (QMS) with the requirements of ISO 9001:2000.

During the transition to the new version of the standards, the QMS documentation was revised, adjustments were made in accordance with the requirements of ISO 9001:2000, a methodology for assessing customer satisfaction was developed in order to prompt response on consumer preferences, QMS processes have been developed, criteria for their effectiveness have been defined, procedures for their monitoring have been worked out, inputs and outputs of interacting processes have been agreed. This allows you to streamline the interaction of all departments of the plant.

In the future, ZAO PPRZ is developing and implementing a methodology for accounting for quality costs, which would make it possible to identify the costs of preventing and correcting nonconformities and take timely measures to reduce them.

In modern conditions, the main component of the competitiveness of any enterprise is the ability to meet the ever-increasing requirements of the consumer market and specific customers.

Consider the results of using competition strategies.

The position of the main participants in the Permian market (the companies PPRZ, ChMZ, KTIAM, LLC NPO ROSTAR) is shown in fig. 2.3. Four leading companies in production form one strategic group of competitors.

Based open information and methods comparative analysis calculations of analytical estimates of market dynamics and competitive positions of the main market players modified by the author were carried out in value and physical terms, used to build a market map (Fig. 4) and assess the competitive positions of manufacturing companies (Table 3).

0,25

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

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

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

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

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

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

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

set a higher price for the offered products;

increase sales (because a large number of buyers are attracted due to the distinctive characteristics of springs and springs);

· win customer loyalty to your brand (because some customers become very attached to the additional characteristics of the product, primarily related to its quality).

In the next chapter, we will consider the directions for improving the competition strategy of CJSC PPRZ.

Chapter 3. Improving the competition strategy of PPRZ CJSC

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

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

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

3. Ensure high and stable quality of springs and leaf springs produced.

4. In order to increase profits and improve the financial and economic condition of the enterprise, the modernization of worn-out equipment requires an annual increase in sales by at least 25-30%.

5. Ways to achieve such growth include:

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

Start delivery to OAO AvtoVAZ. In order to increase the production of Chevy-Niva and Lada Kalina cars, the spring production capacities begin to decline, so AvtoVAZ will soon switch to external purchases of springs;

Due to the increase in turnover Money and the share of exported products, I consider it necessary to introduce a highly qualified tax planner into the staff

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

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

When performing the process of managing the competitiveness of CJSC “PPRZ”, the following resources are required:

Qualified and competent staff (CEO, Executive Director, Deputy General Director for Strategic Management and first-level business process owners);

Equipment (computer facilities);

Information about the state and trends in the development of the external and internal environment.

The main result of the process of managing the competitiveness of CJSC "PPRZ" is a structured system of goals and indicators aimed at maintaining current and achieving more high results in competition.

Based on an assessment of the potential competitive advantages of the enterprise and its competitiveness, as well as a comparison of indicators characterizing business processes with similar indicators of the main competitors or standards, a competitive strategy of the enterprise is developed. Thus, the outputs of the process of managing the competitiveness of CJSC "PPRZ" are: corrective actions; preventive actions; suggestions for improvement. The consumers of the competitiveness management process are managers at all levels and structural divisions enterprises.

The study revealed that the most important functions of the process of managing the competitiveness of an enterprise are the determination of potential competitive advantages, the assessment of the competitiveness of an enterprise, as well as the development and implementation of its competitive strategy.

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

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

When developing a competitive strategy, the main financial goals of the enterprise in the competition are to increase its productivity, reduce costs and increase sales. In order to achieve financial goals, the company's market goals have been determined: to increase the market share and provide better supply conditions. Internal goals are: reduction of production costs; improving the quality of production based on the growth of efficiency and quality of procurement, increasing the motivation of employees, the introduction of advanced technologies and innovations; improving planning and financial management; improving the quality of customer service.

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

The proposed strategy is based primarily on reducing the cost of production. However, on the other hand, it focuses on the uniqueness of products, comprehensive services for a specific market segment, encourages the enterprise to look for untapped markets where there are no competitors, through the introduction of innovations, and also helps to outperform competitors based on building more mobile system management, since all of the listed types of competitive advantages directly affect the volume of sales.

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

Strengths	Weak sides
Quality Software Availability of a strategic development plan and budget. Long-term contracts with suppliers. Constant interaction with corporate clients. Interaction with credit institutions. Own printed edition. Well-known brand in Perm. Availability of technological maps. Individual approach in working with large corporate clients	Weak management accounting. Lack of regulation of business processes. Incomplete workload of staff. The speed of business development outstrips the speed of development of the management system. Lack of highly qualified personnel for financial management and company development.
Opportunities	Threats
Market growth by 20-30% per year. Change of legislation in the sphere of tourist business. Increasing the income of the population. Availability of lending programs for the population. Favorable opportunities for opening additional offices in the Ural region. Departure from the market of small companies in connection with change in legislation. Interest major manufacturers to companies with a wide range of products. The presence of the needs of large corporate clients. Extension foreign economic relations Perm region. Availability of qualified personnel in the field of IT, management.	Changes in legislation in the field of business. Entry into the regional market of stronger networks. Entering the market of new companies. Market saturation, slowdown in growth; Negative growth and declining growth rates.

So, the main condition for the development, preservation and strengthening of the CJSC "PPRZ" brand is optimal quality the product provided to it, the use of growth and differentiation strategies.

Chapter 4 Economic efficiency proposed activities

Calculate the economic efficiency of the proposed measures.

The projected profit from the implementation of the differentiation and growth strategy is determined taking into account the average annual growth, which is determined by the formula:

, (1)

where P p is the coefficient of average annual growth;

n is the number of years of periods;

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

P s - the average profit for the previous 5 years, thousand rubles.

where Y forecast is the forecasted profit, thousand rubles;

1,2,3… - the period for which the profit is forecast (one year, two years, etc.).

Table 4.1 - Dynamics of profit for 5 years (thousand rubles)

Y forecast = 5769 + (1.024 - 1) * 5252 * 2.3, etc.

Table 4.2 - Projected profit for 2011-2014

The strategy implementation period is 4 years.

According to this calculation, the annual profit growth will be 2.4%, and the total increase by 2014 will be 11%, which characterizes the economic efficiency of the proposed measures.

The implementation of the proposed strategies will allow PPRZ CJSC to reduce risks.

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

a) variety of offers, etc.;

b) elasticity with respect to price, income, and time;

c) significant territorial disunity and mobility;

d) high degree of substitution.

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

At the present stage of market development, new trends are emerging that allow us to talk about improving the quality of the product in the competitive struggle.

Changes in the business environment, combined with the search for ways to survive in the market, dictate the need for a new vision of the efficiency of enterprises.

Successful business requires not only the ability to provide quality services, but also to know for which categories of customers they are intended. The quality of services largely depends on the style of doing business; forming, in turn, the image of CJSC "PPRZ".

Depending on the stages life cycle, on which there are various products, the company's product strategy is built.

Implementation and use of these strategies in CJSC "PPRZ" will allow:

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

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

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

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

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

1. gradual increase in turnover,

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

4. detailed development of a marketing and logistics complex with the aim of influencing decisions on the purchase of a product by potential customers of ZAO PPRZ;

5. reduction of time and improvement of the level of customer service of the product;

6. carrying out strategic planning of activities to determine the products to be sold on the market;

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

It should be emphasized that for CJSC "PPRZ", as a company striving for development, it is especially important to use the experience of foreign companies in the development of marketing and management policies.

Conclusion

Let us summarize the results of the study by drawing the following conclusions:

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

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

As a result of the analysis of the competitive position and competition strategy of CJSC "PPRZ", it was determined that the most important and influencing force of industry competition for CJSC "PPRZ" is the market power of consumers (60% of influence). Next in importance is competition among existing firms (30% of influence). The remaining three forces, although they have an impact on competition in the industry under consideration, are not significant compared to the two listed above (approximately 10%).

Therefore, the main marketing strategy is the struggle for the consumer.

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

Currently, the following processes are taking place in the practice of CJSC "PPRZ":

1. gradual increase in turnover,

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

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

1. creation unified system accounting and control over the formation and movement of the product;

2. market differentiation in order to identify target consumers;

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

4. carrying out strategic planning of activities to determine the products to be sold on the market;

The following directions for improving the competition strategy of ZAO PPRZ are proposed.

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

Deliveries to OAO AvtoVAZ. In order to increase the production of Chevy-Niva and Lada Kalina cars, the spring production capacities begin to decline, so AvtoVAZ will soon switch to external purchases of springs;

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

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

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

Subject to CJSC PPRZ following the above recommendations, the enterprise will be able to increase work efficiency, reduce costs and enter new sales markets.

Bibliography

1. Bakanov M.I.: Sheremet A.D. Theory of analysis of economic activity. - M.: Finance and statistics, 2007.

2. Balabanov I.T. Analysis and planning of the finances of an economic entity. M.: Finance and statistics, 2008.

3. Belousova S.N., Belousov A.G. Marketing. Second edition - Rostov n / D .: Phoenix, 2006.

4. Vesnin V.R. Management for everyone. M.: Lawyer, 2006.

5. Vikhansky O.S. Strategic management: a textbook for undergraduate and graduate students in the specialty "Management". M.: MGU, 2005.

6. Drucker P.F. Market: how to become a leader. Practice and principles. Per. from English. M. St. Petersburg: Book Chamber INTERNATIONAL, 2008.

7. Kovalev A.M., Voilenko V.V. Marketing analysis. Moscow: Center for Economics and Marketing, 2006.

8. Kotler F. Fundamentals of marketing. Short course - M .: Williams Publishing House, 2003.

9. Murakhtanova N.M. Marketing. Textbook - M .: Publishing Center "Academy", 2005.

10. Shekshnya S.V. Personnel Management modern organization. Educational and practical guide. Moscow: CJSC "Business School "Intel-Sintez", 2003.

11. Eriashvali N.D. Marketing. Second edition - M.: UNITI-DANA, 2007.

Send your good work in the knowledge base is simple. Use the form below

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

Similar Documents

Characteristics of the enterprise as an object of management. Analysis of the state of the enterprise automation process. Features of sales management, on the example of UE "MMZ named after S.I. Vavilov". Practical use of the output document. The structure of products.

test, added 09/29/2010


Theoretical and methodological foundations of sales management. Sales management analysis in production commercial enterprise. The concept of marketing as an object of management. The essence of the sales management process. Development of distribution channels. Sales organization.

thesis, added 12/20/2008


Problems and prospects of small business. The essence of competition and the competitiveness of the company. Competitiveness management system. Analysis of the management of the competitiveness of a small business enterprise - the manufacturing company "Mebelin".

course work, added 06/16/2009


general characteristics activities and organizational structure of CJSC "Chelyabkhimopttorg". Enterprise goal tree. Options strategic development organizations. Choice and justification of the strategy internal growth enterprises, combinations of "product-market" strategies.

test, added 09/28/2012


term paper, added 03/27/2013


General characteristics of the management structure of the company LLC "RASKO": analysis of the communication system in the organization, structuring the problem field. Evaluation of the effectiveness of the company's personnel management system, development of measures to improve it.

term paper, added 01/25/2014


Diagnostics of the state of competition in the consumer goods market. General characteristics of LLP "GUSKI Group L.T.D." and analysis of its activities. Practical recommendations for improving the effectiveness of the strategy and management of the competitiveness of the enterprise.

thesis, added 10/27/2015

Am7universum.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 at external conditions activities

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 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. Significance of the problem of unified 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 advice 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 management level,

8. staff motivation.

External factors 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 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 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 the 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 a high level of efficiency in the functioning 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 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 enterprise 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.

Timely created and applied competitive strategy is effective tool development and economic activity any construction organization, therefore modern direction marketing policy of the enterprise should be closely intertwined with external environment the life of the company, 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// Economy 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.

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. a 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 own way, 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 on 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 goals. 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. This:

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:

leadership in cost reduction; Abstract >> Management

Develop competitive strategy for the enterprise "Sladko". Chapter 1. Theoretical Foundations development strategies firms Development strategies Strategy– ... be the most important parameters when developing competitive strategies), as well as opportunities and...

• Development competitive strategies in the market of mobile operators

  Coursework >> Management

  On strategic management on the topic: " Development competitive strategies in the market of cellular operators" ... cornerstones for building strategies firms. The company can get competitive advantage by focusing on...

• Development marketing strategies firms on the example of the Cherepovets confectionery factory Russian Biscuit

  Coursework >> Marketing

  Companies. The purpose of this work is development marketing strategies firms, namely CJSC "Russian Biscuit" ..., 4. High level product quality, 5. Strict competitive selection of specialists, 6. Cooperation with companies owning...

• Competitive strategies enterprises

  Abstract >> Economics

  Practice is being built competitive activities firms. In addition, developing your competitive strategy, firm should take into account... in the market. For determining competitive benefits and development competitive strategies need to analyze first...

Send your good work in the knowledge base is simple. Use the form below

Students, graduate students, young scientists who use the knowledge base in their studies and work will be very grateful to you.

Similar Documents

Theoretical aspects strategic management. Analysis of the company's strategy through the application of the BCG matrix and the Ansoff matrix "opportunities by product and market". Ways to reduce costs, increase market share and sales volumes of the enterprise.

term paper, added 06/29/2012


Theoretical foundations for the development of an enterprise activity strategy. General characteristics of KMK LLC; analysis of the external and internal environment. Description of the financial and production activities. Improving the implementation of the strategy.

term paper, added 04/22/2015


Analysis of economic and marketing activities enterprise, its financial condition, external and internal environment, competitiveness. Selection and justification of competitive strategy. Development of measures for its implementation and their economic evaluation.

thesis, added 12/18/2013


Theoretical foundations for the development of the mission, goals and strategy of the organization. SWOT-analysis of the activities of the enterprise "Rostorg". Analysis of external, internal and competitive environments of the enterprise. Management survey of the strengths and weaknesses of the enterprise "Rostorg".

term paper, added 06/21/2010


Theoretical aspects of developing an enterprise development strategy. Analysis of technical and economic indicators of the activity of the enterprise "Stroytrest" LLC. Assessment of the existing development strategy this enterprise, suggesting ways to optimize its performance.

thesis, added 07/26/2011


Theoretical views on the nature of competition. Current state competitive strategy of an enterprise on the example of Rosneftekomplekt LLC. Model of perfect (pure) competition. Optimal distribution of labor and capital. typical firm strategies.

thesis, added 12/08/2010


Competition: concept, essence, types and factors that form it. Characteristics of the basic competitive strategies of the enterprise. Information as the main factor in the formation of a competitive strategy. Analysis of factors of the external and internal environment of the enterprise.

term paper, added 12/16/2014